Eastern Kentucky Comprehensive Adventure Tourism Plan

ACKNOWLEDGEMENTS
Throughout this project, the PROS Team required information, analysis and insight from others in order to prepare a
report that best reflects the character, interests and vision of eastern Kentucky. We would like to express our
gratitude and acknowledge the following organizations for their direct assistance or previous work that contributed
to this project:
Kentucky’s Governors Office for Local Development
Big Sandy Area Development District
Kentucky River Area Development District
Cumberland Valley Area Development District
Bluegrass Area Development District
Gateway Area Development District
FIVCO Area Development District
Southeastern Kentucky Tourism Development
Association
International Mountain Biking Association
WMTH, Inc. / Summit Engineering / ERA
Outdoor Industry Foundation
Kentucky Mountain Biking Association
Mountain Trail Development Coalition
Mountain Association for Community and Economic
Development
Appalachian Regional Commission
Kentucky State Park System
Marshall University
Additionally, we would like to acknowledge and thank the following individuals for providing information, insight
and interviews:
Pike County and City of Pikeville
Phyllis Hunt
John Gatling
Debbie Clevinger
Minta Chaney
Magistrate Christian Harris
Knott County
Theresa Huff
Debbie Moore
Geraldine Champion
Judge Randy Thompson
Harlan - Bell Counties
Judge Joe Grieshop
Andy Meadors
Kim Collier
Judy Barton
Perry – Breathitt Counties
Angela Duff
Fitz Steele
Paul Hall
Tim Spencer
Paul Feltner
Powell County
Judge Darren Farmer
Serena Bowen
Matt Tackett
Joe Bowen
Kick-off Focus Group
Barry Davis - Floyd County Deputy Judge Exec.
Christi Kirk - Martin County MCEDA
Sherry McDavid - FIVCO ADD
Tim Schwendemenn - Cumberland Valley ADD
Jason Hawkins - Cumberland Valley ADD
Andy Meadors - Cumberland Valley ADD
Terry Trimble - Big Sandy ADD
Sandy Runyon - Big Sandy ADD
Denise Thomas - Big Sandy ADD
Clark Allison – Nat. Resource Conservation Service
Commissioner Randall Fiveash - Dept. of Tourism
Justin Maxson - MACED
Van Back - SEKTDA
Patty White - Governor's EKY Field Rep
Gail Wright - Gateway ADD
Johnda Barker – Estrn. Hghlnds. North Trsm. Region
Risa Shimoda
Shad Baker - Pine Mountain Trail
Betty Cole - Daniel Boone Country Tourism Region
Gene McDaniel - KYMBA
Michael Dulin - KYMBA

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EXECUTIVE SUMMARY
INTRODUCTION
Eastern Kentucky has a story that emerges directly from the heart of American tenacity, romance and
adventure. It is a region rich in history from well-known Appalachian lore, has inspired renowned folk
art and music, features spectacular natural resources and wilderness, and is home to a hearty people
clearly defined by their surroundings and past.
Despite the obvious beauty and richness of the region, the land and people of eastern Kentucky have
undergone tremendous hardship through the decades from both the relative remoteness of the area and
the continual rise and fall of an economy that depends largely on consumptive industries.
Eastern Kentucky is characterized by severe terrain and limited development space that has constricted
economic diversification associated with the rise of professional employment fields beyond the more
traditional industrial and social support economies. Companies and conglomerates that mine, log,
pump, and otherwise extract valuable fuels from the land to support the backbone of American
enterprise have dominated the economic landscape in eastern Kentucky far as long as 90 years.
In an effort to assist in the development of local civic capacity to create economic activity, the
Kentucky Department of Tourism, through a grant from the Appalachian Regional Commission (ARC)
commissioned the development of a Comprehensive Adventure Tourism Plan for Eastern Kentucky.
The purpose of the plan is to evaluate distressed counties in eastern Kentucky in order to develop local
civic capacity to plan for and maximize the regional impact of the emerging adventure tourism
industry.
The outcome of the plan is to identify and document the existing resources, assets and opportunities
available for adventure activities and establish a strategy for developing a more susbstantial adventure
tourism market. In addition, the planning process will help to develop organizational resources to
support ongoing coordination and implementation to expand on the opportunities. Finally, this plan
will quantify the physical, economic, financial and liability issues to support effective decision-making
for future investment and priority action plan development.
The Kentucky Department of Tourism retained PROS Consulting, LLC to prepare the Comprehensive
Adventure Tourism Plan for Eastern Kentucky (Plan). PROS Consulting (PROS Team) applied its
extensive experience in recreation, sports and tourism to deliver a plan that establishes a vision for the
adventure tourism, melding together the strengths of the tangible and intangible assets to create a
strong foundation for the future.
This plan is built upon the collective vision and capacity of leadership throughout the designated
region and state officials. It does not suggest the departure from the traditional mainstays of the
regional economy, but provides a recommended course of action to achieve the goals of both the
region and the state in responsible tourism development. The plan that follows outlines the steps for a
sustainable investment in the economic revitalization of eastern Kentucky through adventure tourism.
The following report presents the analysis process, summary of findings and recommendations.

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SUMMARY OF KEY FINDINGS
A concerted and strategic effort to build a successful adventure tourism destination attracts both public
and private investment to enhance and develop community infrastructure including roads, utilities, and
technology. Reliable tourism enterprise produces diversified employment opportunities for residents
and newcomers that are not always the highest paying, but are service oriented and therefore appeal to
a broader segment of the population including young professionals, people with disabilities and
working elders.
The first priority of this plan involved a thorough examination of the region’s strengths, challenges,
opportunities and threats. This exercise included analyses of environmental, socio-economic and
political, community infrastructure and market appeal.
OVERALL PERCEPTIONS AND OPPORTUNITIES
• Kentucky State Parks and State Resort Parks are tremendous attractions and are well maintained.
• Developing venues for trail sports are a big priority for the region, including hiking, mountain
biking, ATV and equestrian trails.
• Eastern Kentucky has a rich history and authentic culture that is a source of pride for residents and
is well received by visitors.
• Many popular adventure sports like rock climbing, mountain biking, and whitewater kayaking and
rafting have renowned natural venues in Eastern Kentucky.
• Eastern Kentucky’s tourism resources are seemingly unlimited and generally underutilized.
• There is a great need for developing and improving infrastructure within Eastern Kentucky
communities that will support increased visitation.
• Tourism support services including quantity and quality of accommodations, restaurants and
service providers will need to be developed as visitation demands to the area increase.
• Coordinated marketing efforts could result in stronger and more sustained tourism in the region.
REGIONAL CONSTRAINTS AND CHALLENGES
• workforce readiness and reliability
• a need for additional tourism service amenities (accommodations and dining predominantly)
• historical territorialism among counties and jurisdictions for tourism markets
• a lack of reliable capital to pursue long-term facility development
• a need for updated regional base data from which to plan improved visitation
• no sense of regional connectivity for the visitor
• disjointed marketing and promotional campaigns
• little or no sustainable funding mechanism to support regional tourism development
• major trail venues are still in planning and development phases
The region includes many counties which have leveraged their resources and opportunities to build
and sustain the necessary infrastructure of roads and access, utilities, and technology. Additionally,
state leadership over the years has consistently supported efforts to enhance and improve the
infrastructure that promotes overall quality of life in the region.

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Eastern Kentucky has both existing and potential options for visiting tourists. The popular existing
options include numerous historical and cultural attractions, events and festivals; limited golf courses
of varying levels of upkeep and quality; numerous fishing and hunting opportunities with the proper
permits; wildlife viewing; and a select list of recommended driving tours. Beyond the more tangible
aspects of infrastructure, eastern Kentucky communities have also developed successful social support
services that aggressively pursue community enhancement. These services include, but are not limited
to tourism commissions, community action committees, and community parks and event centers.
Addressing these challenges requires a clear vision and mission that guides the Commonwealth, Area
Development Districts, regional tourism development organizations and trail authorities, local
counties, and its residents in achieving its full potential. Following is a suggested guiding vision and
mission of Eastern Kentucky Adventure Tourism that promotes the area as a great place to live, work
and visit.
VISION
The vision is for eastern Kentucky to be recognized as one of the great destinations of the United
States – with a celebration of Appalachian heritage and life; innovative and quality trail systems;
world-class adventure recreation venues; authentic frontier culture and art amenities; a rich blend of
retail, restaurants, accommodations and businesses supporting the tourism economy; and special event
activities – all in a setting of rugged Appalachia that offers both active and passive recreation.
MISSION
The mission of eastern Kentucky is to create an adventure tourism environment with coordinated
marketing, programming, communications, and well-maintained facilities that fosters synergy among
its private operators, public agencies and governments, quasi-governmental and/or non-profit
organizations, educational institutions and residents as a primary destination for adventure tourism
enthusiasts.
GOALS/OBJECTIVES
The Eastern Kentucky Adventure Tourism Comprehensive Master Plan objectives include:
• Create a year-round adventure destination and increased outdoor recreation activities
in the region
• Create a platform for success for participants and leaders of the adventure tourism
initiative
• Preserve, enliven, and interpret the historical and cultural aspects of the region
• Complete the conceptual development of future and potential adventure recreation and
tourism attractions and amenities in context with existing and envisioned success
• Fulfill the requirements for a signature adventure tourism destination as set out by the
Commonwealth
• To maximize the value of the natural and cultural resources as economic and community
assets while controlling the financial investment by public sources.

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SUMMARY OF RECOMMENDATIONS
Following review of the insights provided by interviews and surveys with community leaders, the
region that emerged as the recommended area of focus includes the following 18 counties as depicted
in Figure 1:
• Pike
• Floyd
• Magoffin
• Morgan
• Menifee
• Powell
• Estill
• Breathitt
• Knott
• Letcher
• Harlan
• Wolfe
• Martin
• Bell
• Johnson
• Perry
Figure 1 – Pilot study area recommendation• Bath
• Rowan
As indicated throughout this report, there are traditional adventure recreation and tourism activities
and markets that eastern Kentucky is uniquely equipped to develop further. Therefore, the
recommended core program markets include:
• Paddle Sports
• Rock Climbing and Rappelling
• Trail Venues
• Lake Sports
• Wildlife viewing
Tourism creates value in a community specifically surrounding areas of cultural, historic, or
recreational significance. It has been repeatedly determined through statistical and qualitative analysis
that private property values surrounding tourism and recreation amenities grows exponentially year
after year in contrast to areas without proximity to these resources or enhancements. Specifically,
resources supporting adventure tourism or activities that rely on natural settings produce not only
tremendous community value, but also become a source of great local pride.

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Following this analysis PROS detailed a suggested positioning platform from which the region can
build a concerted branding campaign. The foundation positioning suggested for adventure tourism in
eastern Kentucky is:
Adventure Terrain – Nature’s Playground
“Adventure Terrain – Nature’s Playground” is suggested to be a potential branding campaign that is
inclusive for visitors of all skills levels, backgrounds and interests. The examples below help to
illustrate how this branding platform can communicate eastern Kentucky’s adventure messages:
• The area’s adventurous terrain provides for world-class experiences in a wild and untamed
landscape that appeal to enthusiasts in extreme trail sports, whitewater paddling and rock
climbing.
• There are plentiful opportunities for people seeking softer adventures such as hiking, milder
trail and paddle sports, guided climbing and rappelling for beginners, wildlife viewing, and
lake sports.
• The legendary historical and cultural attributes of the region enrich the experiences of all
visitors.
• The multitude and diversity of adventure-based opportunities encourages visitors to plan
extended stays that incorporate multiple adventure experiences throughout the region.
• The multitude and diversity of adventure-based opportunities encourages repeat visits to
participate in new experiences in a familiar setting.
Standard icons and imagery can be used in conjunction with the creative design of the branding
campaign to graphically illustrate the variety of activities available in the region for visitors of diverse
interests and skill levels. The creative design themes should be uniformly used with all promotional
literature, information and directional signage, and other materials utilized to interface with current
and potential visitors to the area.
Within the broad categories of activity, PROS identified sub-classifications and has determined
primary and secondary markets, as appropriate, for each. The recommended market segmentation
follows several important themes established throughout this report and outlined below:
• It will be essential to draw participants and customers from the local community (year-round and
seasonal residents), the known tourism base, and those who reside within an eight (8) hour drive of
the region
• It will be important to concentrate on self-guided, diversified, extended-stay visitation patterns
from targeted market segments
• Partnerships and collaborations within the region among private and public operators will motivate
visitation of multiple events and facilities, and local business leadership should be encouraged to
continue alliances that promote both efficiencies and group sales
• Harmonious and productive relationships with Discover Today’s ATVs, the communications
service bureau of the Specialty Vehicle Institute of America (SVIA), and International Mountain
Biking Association (IMBA) is essential to maintaining appropriate safety and maintenance
standards for multi-use trails and usage regulations

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• To facilitate and consolidate the marketing efforts stated within, it is critical to employ a first-rate
marketing firm or staff to properly hone and consistently deliver the intended messages about
eastern Kentucky adventure tourism to the designated market segments
• It is essential to maintain base-line data and reference materials on the current trends and
expenditures within the designated counties from out-of-county visitors
The potential growth in economic activity in the region due to a successful regional tourism initiative
is strong. This is supported through the region’s ability to attract and expose new participants to these
sports that might have some reluctance to experience the activities, by providing a diverse environment
that appeal to a broader segment of both the current and prospective markets. For the pursuit of
adventure recreation and tourism visitors both a local and target market exists.
• The local market is classified as those that are full-time and seasonal residents of the 18-county
pilot study area, segmented by age, and near-local non-residents who are within a one (1) hour
drive-time
• The target market is made up of those that reside in the known annual visitor base that is
accessible through information gathered by the county tourism commissions and area development
districts in the region, and those within a specified market area based on published adventure
travel and vacation trends.
ACTION PLAN
• ORGANIZE EXPECTATIONS, ROLES AND RESPONSIBILITIES
• DEVELOP REGIONAL GOALS FOR SHORT, MID, LONG TERM
• MAINTAIN REGIONAL BASE DATA FOR TOURISM IMPACT
• CREATE A UNIFIED BRAND AND MARKETING STRATEGY
POLICY RECOMMENDATIONS
• LAND OWNER LIABILITY RELIEF (STATUTE 411.190)
• TAX INCENTIVES FOR LAND USAGE
• INCENTIVES AND SUPPORT FOR NEW BUSINESS DEVELOPMENT
• TRANSIENT ROOM TAX TO SUPPORT INITIATIVE
• STATEWIDE ATV PERMITTING
LOCAL RESIDENT DEVELOPMENT
• CUSTOMER SERVICE TRAINING
• REIMBURSEMENT GRANTS FOR ADULT EDUCATION
• COMMUNITY FORUMS
FACILITIES
• SKYWARD TRAIL SYSTEM
• SIGNAGE, GPS MAPPING AND INFORMATION CENTERS

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SUMMARY OF MARKET ANALYSIS
Projecting a participation base for the eastern Kentucky adventure tourism is not an exact science.
Analyzing recent vacation travel trends and the available markets located within a reasonable drive-
time, a foundation for participation was formulated.
Based on American vacation trends – traveling by car is still the most popular transportation, small
towns and rural areas rank second in most visited areas, and adventure travel vacations are on the rise
– an eight (8) hour drive-time market (Figure 2 on the following page) for the eastern Kentucky
adventure tourism study area was defined and analyzed.
Major metropolitan statistical areas located within the eight-hour drive-time market were also analyzed
for participatory data in selected adventure tourism or extreme sports activities. MSAs were targeted
for their dense populations and relative concise marketing boundaries as opposed to the entire eight-
hour drive-time.
Select MSAs analyzed within the drive time
market established include:
• Atlanta
• Cincinnati/Hamilton
• Chicago/Gary/Lake County
• Cleveland/Akron
• Columbus
• Detroit/Ann Arbor/Flint
• Indianapolis
• Norfolk/Virginia Beach/Newport News
• Milwaukee/Racine
• St. Louis
• Washington/Baltimore
It is assumed that as the adventure tourism
industry in eastern Kentucky matures, the
percentage of new participants to the area will
gradually decline; however, it is not assumed that
new participants will ever account for less than
fifteen to twenty percent of total visitation.
Applying the visitation factors to the target market
yields an estimated 132,651 total annual party
visitations to the region.
Using a regional multiplier (RIMS II) from the
Bureau of Economic Analysis, each spending profile was modeled.
Figure 2 - Drive time analysis
Estimated total annual economic impact (output) of the adventure tourism market has the
potential to range from $54.0 million to $99.0 million impact to the region.
The potential increase in the work force is 824 to 1,505 full time equivalent laborers.

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SITUATIONAL ASSESSMENT
The first priority of this plan involved a thorough examination of the region’s strengths, challenges,
opportunities and threats. This exercise was completed using the following meta-categories to guide
the analyses:
• Environmental
• Socio-economic and Political
• Community Infrastructure
• Market Appeal
The following findings were gathered from general research of contemporary social issues of the
region, deduced from informal interviews with local residents and tourism service industry employees,
and from attendance at the Eastern Kentucky Leadership Conference conducted in Pikeville on April
26-27, 2007.
STUDY AREA
Eastern Kentucky as a whole has both tremendous
opportunities, as well as constraints associated with any
strategy of economic development. For purposes of this
plan, eastern Kentucky is defined initially as the 33-county
region encompassing the Kentucky’s Appalachians and
Daniel Boone Country tourism districts (Figure 3)
designated as the area of initial study within the scope of this
project.
The project scope required that the 33 original counties
identified undergo preliminary study to determine a smaller,
pilot region in which to focus the Plan. This determination
involved a thorough review of many factors including
stakeholder assessments, regional resource assessments, and
availability of political capital that can be leveraged for the
Plan’s success. Figure 3 –Preliminary area of study
KENTUCKY’S APPALACHIANS COUNTIES (15)
• Bath • Magoffin
• Boyd • Martin
• Carter • Menifee
• Elliott • Montgomery
• Floyd • Morgan
• Greenup • Pike
• Johnson • Rowan
• Lawrence

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DANIEL BOONE COUNTRY COUNTIES (18)
• Bell • Lee
• Breathitt • Leslie
• Clay • Letcher
• Estill • Owsley
• Harlan • Perry
• Jackson • Powell
• Knott • Rockcastle
• Knox • Whitley
• Laurel • Wolfe
ARC “ECONOMICALLY DISTRESSED AREAS”
The purpose of the Comprehensive Adventure Tourism Plan for Eastern Kentucky is to stimulate the
existing economic health of the region and specifically to provide opportunities for sustainable
economic development to areas within the region classified as “distressed areas” per the criteria of the
Appalachian Regional Commission (ARC) through responsible adventure tourism.
The area of focused delineated within this plan (Figure 4) includes the following counties classified as
majority distressed, at-risk or transitional areas:
• Bath At-Risk
• Bell Distressed
FIGURE 12 - ECONOMICALLY DISTRESSED COUNTIES
Figure 4 – ARC distressed counties
• Breathitt Distressed
• Estill Distressed
• Floyd Distressed
• Harlan Distressed
• Johnson Distressed
• Knott Distressed
• Letcher Distressed
• Magoffin Distressed
• Martin Distressed
• Menifee Distressed
• Morgan Distressed
• Perry Distressed
• Pike At-Risk
• Powell Distressed
• Rowan At-Risk
• Wolfe Distressed

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ENVIRONMENTAL ASSESSMENT
Environmentally, the region is embedded in the Appalachian highlands and is defined largely by
extremely steep terrain crisscrossed by narrow canyons and blanketed with thick, mixed forests of
hardwoods, conifers and dense undergrowth. The topography of the landscape has presented
tremendous challenges to communities and private enterprise for development space for roads,
utilities, industry and otherwise.
ENVIRONMENTAL STRENGTHS
The following environmental strengths of the region supporting the development and maintenance of a
quality adventure tourism industry were identified:
• There are substantial quantities of wilderness and back country in eastern Kentucky.
• The natural beauty and richness of wilderness areas in eastern Kentucky are renowned.
• The region features rich and unique wildlife viewing opportunities.
• Environmental clean-up from industrial impacts have had many localized success cases.
• There are multiple natural features with notable adventure recreational appeal to visitors including
motorized trail sports, mountain biking, hiking, rock climbing, whitewater and paddling sports,
horseback riding, and hot air ballooning.
• The eastern Kentucky climate has distinguished seasons, but none are too extreme.
• The geology and soils of the region are conducive to sustainable trail development with a
responsible maintenance plan.
• There are multiple lakes in the area which feature quality fishing, swimming and other lake sport
opportunities.
ENVIRONMENTAL CHALLENGES
The following environmental challenges of the region regarding the development and maintenance of a
• Eastern Kentucky is characterized by severely steep topography.
• Notable natural features attractive to ‘adventurists’ are sometimes very remote and have limited
access.
• The area’s geology and soils have limitations to provide multiple use trails without significant
maintenance efforts.
ENVIRONMENTAL OPPORTUNITIES
The following environmental opportunities for the region aligned with the development and
maintenance of a quality adventure tourism industry were identified:
• Regional topography lends to adventure recreation venues that can become renowned for being
suited for advanced enthusiasts, while current and planned venues also provide opportunities for
beginners.
• Adventure recreation and tourism development promotes environmental stewardship attitudes and
efforts among both visitors and residents.
• Tourism demands can promote balance in current state and federal environmental policies that
allow for more managed interaction between people and the environment.

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• Adventure tourism success promotes more sustainable land management practices by private land
owners.
• The array of the area’s natural resources provides diverse opportunities for visitors, encouraging
multiple visits and longer stays.
ENVIRONMENTAL THREATS
The following environmental threats to the region from the development and maintenance of a quality
adventure tourism industry were identified:
• Increased usage of trails, off-road byways and wilderness areas that are not properly managed can
proliferate erosion, litter and other forms of undesirable impact.
• Industry environmental impacts in the area, particularly among mining, logging, oil, and gas
operations, require coordination and accountability to protect the quality and safety of the
adventure recreation experience.
• Unmanaged interaction between increased visitation and wildlife can diminish the quality of the
natural habitat.
• Traditional draw-down policies for area lakes popular with both residents and visitors inhibits the
tourism appeal of the resource for 12-month recreational use.
SOCIO-ECONOMIC AND POLITICAL ASSESSMENT
Eastern Kentucky is largely defined by the culture of its residents and their rich history in living the
traditional rural Appalachian lifestyle. This provides both rustic appeal to outsiders as well as present
multiple socio-economic challenges that are viewed by many community leaders as serious obstacles
to the economic advancement of the area.
Communities within the area demonstrated progressive and strategic efforts in pursuing the
appropriate political support and development that are necessary to allow for a thriving adventure
tourism industry to emerge. This assessment involved multiple interviews of both appointed and
elected officials who were willing to take controversial stands on issues at times in their communities
for the benefit of building a brighter future for residents through adventure tourism development.
SOCIO-ECONOMIC AND POLITICAL STRENGTHS
The following socio-economic and political strengths of the region supporting the development and
• Local residents are generally described as friendly and open, exhibiting a true interest in the
promotion of their hometown and its assets.
• Community leaders are committed to economic diversification.
• Elected officials are open to policies that encourage and support adventure tourism growth and
sustainability.
• Community leaders are dedicated to pursuing support from the Commonwealth and federal
governments to assist with tourism development.
• A sizeable workforce is available in local communities to support labor demands of an adventure
tourism economy.

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• Numerous governmental, quasi-governmental and civic organizations promote education and skill
development within the local population for the purposes of stabilizing their future in the greater
world community.
• Multiple counties and towns have successful tourism agencies or commissions that promote the
assets of the area to visitors.
SOCIO ECONOMIC AND POLITICAL CHALLENGES
The following socio-economic and political challenges of the region inhibiting the development and
• Educational attainment in eastern Kentucky has been improving, but must remain a regional and
state priority.
• Eastern Kentucky communities struggle to keep their young people once educated, therefore losing
opportunities for fresh leadership and expertise.
• At times eastern Kentucky leaders perceive the needs of their communities come second to other
areas in the Commonwealth that consistently produce more tourism revenue for the state.
• There is ubiquitous frustration over the distribution and uses of coal severance funds from the
Commonwealth. Numerous community leaders expressed concern that coal severance funds are
generated from eastern Kentucky counties and often spent in other areas of the Commonwealth,
instead of tending to the needs of their communities from which the funds are derived.
• Assessable tax bases are universally low compared to other areas of the Commonwealth, resulting
in limited capacity for locally-derived public investments.
• Tourism, whereas supported by most community leaders, is not always accepted by local residents
as a viable economic enterprise.
• Opportunities for small business development are generally speculative and require more
investment than people are sometimes willing to risk in order to be financially successful in the
long-term.
SOCIO-ECONOMIC AND POLITICAL OPPORTUNITIES
The following socio-economic and political opportunities that exist within the region from the
development and maintenance of a quality adventure tourism industry were identified:
• The traditional Appalachian culture of eastern Kentucky creates appeal and easily resonates with
many outside visitors.
• Numerous community colleges and technical schools in the region are dedicated to community
development and can provide training and skill clinics for a local workforce.
• Adventure tourism promotes activities that are among the more popular outdoor recreation
activities with local populations, specifically hunting, fishing and ATV trails.
• Regulated and managed ATV trail systems can potentially improve the injury and fatality rates
among locals that are currently the result of non-compliance with industry recommended safety
procedures.
• The “economically distressed” status of many eastern Kentucky counties enables the region to
become eligible for public funding and grants.

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• Sustainable adventure tourism development increases the assessable tax base within eastern
Kentucky counties over time, thereby providing future capital for either direct funding or
investment collateral.
• The undeveloped status of many eastern Kentucky communities provides opportunities for select
private investment success.
• The popularity of ATV’s by both residents and visitors, and current lack of vehicle permitting
regulations creates opportunities for public revenue generation supporting trail maintenance and
management.
• Well-planned adventure tourism developments can assist to provide an enhanced opportunity to
effectively utilize coal severance funds to be reinvested in the communities of eastern Kentucky.
• The popularity and quality of eastern Kentucky’s adventure tourism attractions can elevate the
region’s status among the greater Commonwealth and therefore boost regional morale on the
whole.
• Adventure tourism as a reliable industry has tremendous appeal to younger professionals and can
assist the region’s ability to keep its young people.
• Employment within adventure tourism is predominantly service-oriented and provides numerous
jobs that can appeal to young people, people with disabilities, people without high school or
advanced degrees, and working elders.
• Jobs in adventure tourism can be promoted as “new” and “edgy” and are largely a departure from
traditional employment opportunities in local communities, therefore potentially encouraging an
attitude-shift among residents entrenched in a welfare-dependent lifestyle.
• Small business assistance programs through grants and low-interest loans are present and active in
the region.
• Responsible adventure recreation activities promote a healthy lifestyle of diet, exercise, and
quality time in the outdoors for both residents and visitors.
• A sustainable adventure tourism industry in eastern Kentucky can diversify the local economies,
creating strength from a lessened dependence on traditional economic mainstays.
• A successful, regional adventure tourism initiative demands multi-jurisdictional cooperation
among governmental, quasi-governmental and civic organizations.
SOCIO-ECONOMIC AND POLITICAL THREATS
The following socio-economic and political threats within the region can potentially slow the
• The immediacy of social issues including healthcare, education, and community infrastructure can
overshadow the importance of investing in economic diversification and therefore limit the
available local funds to support adventure tourism development.
• An untrained workforce can derail an adventure tourism industry before it reaches its full potential.
For example, on numerous visits to the area PROS team members performed eight (8) “mystery
shopper” exercises at randomly selected hotels, gas stations and local businesses throughout the
region. When asked, “What is there to do around here?” the answer was “nothing” or “not much”
without any further explanation on four out of eight responses.
• The need for project sustainability could hinder the ability to apply for state and federal funding.

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• Due to the legislative process, policy development realities make reliable, sustained support
unpredictable.
• Unprotected private land-owner liability can prevent the conjunctive use of private and public land
for integrated trail systems.
• The delay for small, start-up businesses to experience reasonable financial return on their initial
investment can outpace the resources available to them.
• Local desire to experience visible, short-term financial return from adventure tourism can
endanger the required local commitment needed to build a reliable tourism industry over time.
• Poor cooperation among governmental, quasi-governmental and civic organizations can detract
from the goals of a regional adventure tourism effort.
• Lack of a formalized funding mechanism to support on-going regional adventure tourism
promotion can jeopardize opportunities and decrease likelihood of the initiative’s success.
COMMUNITY INFRASTRUCTURE ASSESSMENT
The community infrastructure in eastern Kentucky is generally sufficient to support the development
and maintenance of a viable adventure tourism industry. The region includes many counties who have
appropriately leveraged their resources and opportunities to build and sustain the necessary
infrastructure of roads and access, utilities, and technology. Additionally, state leadership over the
years has consistently supported efforts to enhance and improve the infrastructure that promotes
overall quality of life in the region.
Beyond the more tangible aspects of infrastructure typically referred to, eastern Kentucky communities
have also developed successful social support services that aggressively pursue community
enhancement. These services include, but are not limited to tourism commissions, community action
committees, and community parks and event centers.
COMMUNITY INFRASTRUCTURE STRENGTHS
The following community infrastructure strengths of the region supporting the development and
• Roads and highways providing access to and between communities are very well developed and
maintained.
• The area includes multiple regional airports that currently support private aircraft, and could
eventually support small commuter services on a limited basis.
• Communications and technology infrastructure is updated in all large towns, and present in many
smaller communities throughout the region.
• Social support services in most counties are effective in their pursuit of improving quality of life
for the local residents.
• All counties have either a dedicated tourism commission within its bounds, or a regional
organization that currently promotes the assets of the area to visitors.
• Water and waste water utilities in larger towns seem generally reliable and becoming more
updated.
• The area boasts numerous developed and well-maintained parks and recreation areas.

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COMMUNITY INFRASTRUCTURE CHALLENGES
The following community infrastructure challenges of the region inhibiting the development and
• Water and waste water utilities are currently not reliable or updated in some smaller towns and
counties seeking adventure tourism development. Great strides have been made in select areas.
• Many areas attractive for adventure tourism activities are remote and present access and security
challenges (ie. trail and trailhead patrolling, etc)
• There are current concerns over the ability to adequately patrol and provide enforcement of usage
policies on backcountry trails.
• Backcountry trail signage and information centers are not currently adequate to support adventure
tourism with a reputation of high quality.
• Integrated trail systems within and between counties are in varying stages of development.
• Accessibility to natural features and areas attractive for more advanced-skill adventure recreation
and tourism can be problematic due to remoteness, limited roads, and/or private land ownership.
COMMUNITY INFRASTRUCTURE OPPORTUNITIES
The following community infrastructure opportunities that exist within the region from the
• Counties within the designated pilot study area support the development of integrated, multi-use
trail systems.
• A responsible adventure tourism industry will encourage and demand the continued upgrading of
regional roads, utilities and technology.
• Increased demand will provide more stable private investment opportunities to enhance the
availability and quality of hospitality services in the region specifically including accommodations
and restaurants.
• Visitor demands provide greater support for further development of the region’s park and
recreational amenities.
• Properly developed and “signed” backcountry trails provide a safer venue for both residents and
visitors.
• ATV permitting and enforcement can assist to fund the provision of necessary security and
patrolling along trails and at trailheads.
COMMUNITY INFRASTRUCTURE THREATS
The following community infrastructure threats within the region can potentially slow the
• Unreliable water and waste water utilities can seriously detract from the success of a tourism
industry.
• Limited accommodations and eateries in the short term can reduce the quality of the visitor
experience.
• Increased patrolling of trails and trailheads can greatly burden either police or volunteer
organizations.

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MARKET APPEAL ASSESSMENT
The Appalachian Mountains of eastern Kentucky was the site of one of the most infamous American
legends – the Hatfield-McCoy feud. This region features a wealth of traditional Appalachian lore that
has both a colorful and romantic edge, and has inspired folk music and art with great reputation.
Conversely, the region has also suffered from a more recent reputation in the last 30 years as an area
that has suffered tremendous environmental pollution and impact from mining, logging and
petrochemical extraction. In even more recent times the region has developed a reputation as having
pockets of great poverty and socio-economic distress.
To adventure enthusiasts, however, eastern Kentucky is widely embraced as an undiscovered gem.
The region’s terrain and rich, natural beauty has attracted mountain bikers, ATV riders, rock climbers
and whitewater enthusiasts for the last several decades to some areas within the region that can easily
be labeled world-class.
MARKET APPEAL STRENGTHS
The following market appeal strengths of the region supporting the development and maintenance of a
• Eastern Kentucky’s history and culture includes events and accomplishments that are renowned
throughout the United States.
• The Hatfield-McCoy feud has achieved legendary status in American history, evoking imagery of
a wild and untamed landscape.
• The Red River Gorge is widely accepted as one of the top five greatest all-around rock climbing
areas in the country, and among the top ten worldwide.
• Cave Run Lake is surrounded by terrain that mountain bikers around the state and beyond acclaim
as potentially rivaling the more famous venues in Moab and the American West in beauty,
technical difficulty, and recreational experience.
• The Russell Fork River bordering Virginia features raging Class V whitewater, particularly
through the Russell Fork Gorge, that due to only four releases annually is revered as a renowned
and rare species of incredible whitewater.
• Kentucky ATV trails have become increasingly popular to adventure tourists in the last eight to ten
years and feature some of the most robust, challenging, and rewarding ATV experiences east of
the Mississippi River.
• The region’s rugged terrain and seemingly untouched wilderness has great potential appeal to
adventurists who are seeking a more exclusive experience.

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MARKET APPEAL CHALLENGES
The following market appeal challenges of the region inhibiting the development and maintenance of a
• Surrounding regions in West Virginia feature similar recreational and adventure tourism
opportunities that are very well marketed, and therefore can present respectable competition for
the target market segments.
• Eastern Kentucky can be perceived as extremely rural with little infrastructure.
• The region’s recent reputation of being economically distressed can often discourage a potential
visitor.
• Industry must be enticed to participate in the implementation of this regional plan and its
requirements because of their status as large private landowners in the area.
• To the new visitors with whom the area’s more famous natural features attractive to adventure
tourism may not resonate, Kentucky can represent a lot of unknowns.
• Information regarding services, accommodations and attractions throughout the entire region is not
always readily available via the internet.
MARKET APPEAL OPPORTUNITIES
The following market appeal opportunities that exist within the region from the development and
• Positioning eastern Kentucky adventure tourism opportunities to be complimentary to similar
opportunities in West Virginia and other neighboring states will bring greater exposure to the
whole region.
• Eastern Kentucky features extreme and undiscovered adventure tourism resources.
• The region includes adventure recreation and tourism experiences that range in difficulty and can
appeal to a broad segment of users, including those with little or no previous experience to those
with advanced skills.
• The region is relatively remote, but surrounded by approximately 20 million people within a six-
hour drive.
• The quality of existing adventure recreation and tourism venues is outstanding and has a great
national reputation to build upon.
• Kentucky currently has other notable international tourism successes (ie. Kentucky Derby) to bring
notoriety and exposure to the opportunities in the region.

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MARKET APPEAL THREATS
The following market appeal threats within the region can potentially slow the development and
• Uncooperative marketing efforts supporting a regional tourism initiative cannot effectively deliver
the area’s message to the intended targets.
• Poor or limited market strategies can result in sizeable promotional investments with little return.
• Packaging information and messages in ways that does not appeal or resonate with the visitor and
known visitor preferences can severely inhibit the process of converting interested visitors into
confirmed visitors.
• Limited and incomplete information available on the internet about the area, prominent tourism
services, accommodations, and alternatives can discourage visitors by presenting a sense of being
underdeveloped and having poor service quality.
• Inconsistent training and customer service values in hotels, restaurants, and other points of
interaction with visitors can increase the difficulty of attracting and keeping a sufficient visitor
base.
• Poor signage, visitor information, and no sense of arrival can detract from the experiential
impressions made on the visitor.

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COMPARATIVE ANALYSIS
In order to more accurately position the recommendations within this adventure tourism plan, PROS
conducted a detailed comparative analysis on areas within the United States that had similar or
comparable characteristics to eastern Kentucky. This exercise not only strengthens the evidence that
adventure tourism is a viable tool for economic development, but also reveals many proven ‘best
practices’ that have been utilized in other regions of the country to create a more robust and successful
adventure tourism profile.
The specific areas reviewed include:
• Garrett County, Maryland
• Garrett County was selected because of its similarities with eastern Kentucky’s terrain, its location
as a part of Appalachia, and its successful history of leveraging adventure tourism to create
sustainable and substantial economic development in what was once the most impoverished
county in the state.
•
• The Ozarks in Arkansas
• The Ozarks served as an excellent comparative analysis in this study because the region features
similar landscape qualities, recreational and tourism appeal, its demographic similarities to the
study area, and also has successfully leveraged adventure tourism for notable rural economic
development.
•
• The Berkshires region in western Massachusetts
• The Berkshires was analyzed as a relevant comparison to eastern Kentucky because of it as a rural
destination, and its great success in regional branding involving multiple counties.
GARRETT COUNTY, MARYLAND
Garrett County is the westernmost county in the State of Maryland and encompasses 657 square miles
within the Appalachian Mountains. The estimated population of the county in 2005 according to the
Maryland Department of Business and Economic Development was 30,150, with the percentage age
distribution in the following order from greatest to least: ages 20-44 (30.5%), ages 45-64 (27.4%), ages
5-19 (20.6%), ages 65 and over (16.1%), and finally ages five and under (5.1%).
The county boasts the highest elevation in Maryland, 3,360 feet, and the largest inland body of water
in the state, Deep Creek Lake, both of which are well-leveraged for purposes of adventure recreation
and tourism. Garrett County hosted the 1972 and 1992 Olympic Whitewater Trials, and the 1989
World Canoe and Kayak Championships on the Savage River. The renowned Youghiogheny River
featuring class V whitewater has long been a draw for whitewater adventure enthusiasts.
Deep Creek Lake draws several hundred thousand visitors every year to the county according to the
Deep Creek Chamber of Commerce, and is surrounded by numerous rental homes and chalets, hotels
and motels, condominiums, restaurants and cafes, specialty retail stores, marinas and parks. The
County benefits from having 90,000 acres of public lands within its bounds that are open and managed

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for recreational purposes. Garrett County is also home to the Wisp Resort, Maryland’s only ski area,
and the new Adventure Sports Center International (ASCI), the nation’s newest and most unique
whitewater park.
Economically, the County has previously been the most
impoverished county in the State according to local and
state officials. In 1991, the unemployment rate in Garrett
County was consistently 10.9% and average annual
household income was $28,040. Today the economic
climate in Garrett County is very different, largely from
development that has centralized around the industries
supported by recreation and tourism derived from the
area’s abundant natural resources.
In 2006, Garrett County was ranked by the State of
Maryland as having the least affordable housing, when
average home values are compared to average household
income. The assessable tax base of the county has
increased by approximately $1,000,000,000 (billion) over
the last ten years as a result of real estate values around
Deep Creek Lake skyrocketing.
Garrett County unemployment rates have dropped to 4.8%,
a rate consistently lower than both the State and National
averages. Household income has steadily been on the rise
and now is estimated to be $45,548. A Community Action
Committee is aggressively active in the county creating
affordable housing opportunities and providing numerous
community services that help to stabilize the large income
disparities that have developed among the county’s
residents from the influx of a substantial second-home and
vacation home market.
Adventure Sports Center International –
ASCI Showdown Climbing Competition
Multiple economic analysts have probed the Garrett County situation and outlook for a potential
‘boom - bust’ scenario that could result for drastic increases in property values over a short period of
time and all concluded with good news. Due to the County’s unique proximity to areas of great wealth
and disposable income in surrounding Washington, D.C. and Northern Virginia in particular, the
controlled growth the County is managing now for new home and commercial development promises
to have a sustainable future.
The critical factor for driving the property values in Garrett County to levels that economically
“pulled” the area into a completely different financial climate was development around and close to
premier adventure recreation attractions and amenities. The developments located around Deep Creek
Lake, the Wisp Ski Resort, and the Adventure Sports Center International are consistently among the
highest priced properties in the county.

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Best Practices
• Garrett County Commissioners have invested substantial county funds in recreation and tourism
developments, despite inconsistent public support in the beginning. Between 2003 and 2007, an
approximate total of $23 million of county funds have been invested in recreation and tourism
projects for purposes of economic development.
• Garrett County consistently utilized their state legislators to attract and maintain significant state
and federal investment in capital development for recreation and tourism development to match
county contributions. Between 2003 and 2007, an approximate total of $29 million of state and
federal funds have been invested in recreation and tourism projects in Garrett County for purposes
of economic development.
• Garrett County administrators have worked to encourage and provide incentives for responsible
development in designated zones around the county. This includes sizeable high-end residential
areas, commercial zones around the county and the lake, and new industrial parks.
• Garrett County administrators have coordinated efforts with state and federal agencies that manage
public lands within the county to keep these resources accessible and managed responsibly for
public recreation.
• Garrett County Community Action and Garrett County Economic Development Corporation have
united with county government to improve roads and access, utilities, available technology in the
county, services for the disabled and aging, and affordable housing. These quality of life
enhancements have proven critical for attracting new businesses and employers.
OZARKS REGION, ARKANSAS
The area commonly called “The Ozarks” covers much of the southern half of Missouri, extensive
portions of northwest and north central Arkansas, and extreme southeast Kansas and northeastern
Oklahoma. Of this, six counties, Baxter, Carroll, Boone, and Marion in Arkansas and Stone and Taney
in Missouri cover 3,554 square miles to form the basis of the North Central Ozark Region (NCOR)
along the Arkansas-Missouri border. There are four primary physiographic sections: two plateaus
(Springfield and Salem) and two mountain regions (Saint Francois and the Boston.)
The Ozark region has a distinct culture similar to Appalachia and the Upland South. Ozark families
tend to have lived in the area since the 19th century. Growth in the Branson area is changing this trend
however. The estimated 2006 population in the 6-county
region is 197,507 with the percentage age distribution in the
following order from greatest to least: ages 45 – 64 (28.9 %),
ages 20 – 44 (28.6 %), 65 and over (20.0%), ages 5 – 19
(16.9%) and under age 5 (5.7%). Population growth varies
widely among the age brackets. From 2000 to 2006, it
ranged from -3.2% to 17.5% with an overall growth rate for
the 6 county area of 8.4%. From 2006 to 2011, growth is
projected to range from -2.6 % to 12.1% with an average rate
of 5.6%. In both time frames, growth occurred at a double
digit pace in the over 45 age brackets, supporting the area’s
reputation as a retirement mecca. Median Household

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Income in 2006 was $36,276 and is expected to increase by 17.6% by 2011.
The economy is driven by tourism, centered on abundant natural and manmade features. In the 1950s,
the U.S. Army Corps of Engineers began construction of what would become a 445-mile-long-
waterway with 18 locks and dams. Construction spanned more than a quarter of a century at a cost of
$1.3 billion. This navigation system resulted in a multitude of lakes across 4 states including Table
Rock Lake, Bull Shoals Lake and Lake Norfolk. Other significant features in the area or nearby
include: Arkansas’ highest mountains, the Boston Mountains; and the Ozark National Scenic
Riverways, the first U.S. National Park based on a river system.
Tourism is the growth industry of the Ozarks as evidenced by
nearby Branson, in the heart of the Ozark Mountains in
southwest Missouri. Similar to the impact that the world-
renowned Kentucky destination of Louisville provides to the
Commonwealth, Branson provides an international destination
within a few hundred miles of the Arkansas Ozarks that has
become a popular gateway for the area. The economic impact of
the City of Branson for the entire region cannot be overstated, as
it’s prominence increased dramatically after the CBS program
“60 Minutes” dubbed the area the “Country Music Mecca”.
Branson had 7.2 million visitors in 2006, pumping $1.6 billion in
to the local economy. Situated within a day’s drive of 50% of
the U.S. population, Branson and the Tri-Lakes (Table Rock,
Taneycomo and Bull Shoals) area has been deemed a “U.S
Destination with the Most to Offer Groups”, “Best Value”, and
“Top 10 Worldwide Holiday Destination” among other
accolades by various travel groups. Visitor profiles show that
65% come from more than 301+ miles away.
Best Practices
• To fuel new business, the State of Arkansas provides funding sources for start-ups and expansion.
Arkansas offers an income tax credit as an incentive for creating new jobs. The credit is based on
payroll. Counties are divided into four tiers, based on poverty rate, unemployment, per capita
income and population growth with higher incentives given to companies expanding into lower
tier areas. Counties in the Ozarks region cover all four tiers.
• Arkansas incentives also include Amendment 82 to fund Super Projects (500 new jobs and $500
million investment.) The Amendment allows the State to issue bonds to fund a prospects’
infrastructure needs based on a cost-benefit analysis.
• To further aid economic development, the State of Arkansas established Development regions.
North Central Arkansas Regional Economic Development comprises a district that encompasses
this 6-county area plus Howell, Ozark and Tandy in Missouri. This 75- mile circle form a trade
area as well as the service, recreational and education region centered on Mountain Home,
Arkansas in Baxter County.

24
• Target Missouri 3 - TM3 is a public policy developed to assist economic development officials in
targeting driver industries. TM3 provides a definition of which industries are drivers of a region’s
economy, so that economic development policies and resources can be directed to the most viable
parts of the economy.
Various Missouri public departments and the private sector developed an economic development
finance guide to provide technical assistance to Missouri communities and the regional-based
development partners. The Guide serves as a "how to" manual in accessing and implementing existing
economic development initiatives and services.
BERKSHIRES, MASSACHUSETTS
The Berkshires is a region that encompasses four of the westernmost counties of Massachusetts:
Berkshire, Franklin, Hampden and Hampshire. Known for its beautiful terrain and natural playground,
the region has grown tremendously from a viable tourism industry that supports year-round visitation.
Largely rural compared to the more eastern counties in the state, the Berkshires have benefited from
smart tourism development as a part of a larger economic development effort.
The Berkshires region caters beautifully to a visitor’s desire to escape, seek romance or embark on
outdoor adventures. The area features numerous amenities and attractions that appeal diverse tourism
interests and desired activities. Currently twenty-eight state parks, forests, and resorts are in operation
as well as twenty-nine private parks exist within the region. Geographically these parks are scattered
evenly throughout the area and provide a great foundation to region’s tourism appeal by providing
venues for hiking, biking, horseback riding, sightseeing, snowshoeing, paddling, tennis, and golf.
As a region known for its natural beauty, the Berkshires deliver other aesthetic attractions in the form
of art galleries, centers, and museums. These venues draw the sightseeing crowd to the region in order
to experience a combination
of manmade art and pristine
natural landscape. Antique
shows and sales draw a
similar crowd; some come to
window shop, while others
come ready to spend in order
to improve their own antique
collections. Aside from art,
antiques, and retail shops, the
region also boasts plenty of
family friendly activities.
Four ski resorts consider the
Berkshires home and typically
attract repeat visitors year
after year during the winter
months. During summer,
thirteen fishing locations, nine

25
golf resorts, ten historic sites, nineteen health spas, and twenty-seven annual festivals attract tourists
from nearby cities and towns.
Adventure tourism and adventure recreation is a strong component to the Berkshires appeal.
Whitewater rafting and kayaking, rock climbing, mountain biking, hiking, and lake sports are among
the more popular adventure activities.
Whereas the Berkshires have not had the tremendous public investment in adventure tourism as
Garrett County, Maryland, the region has benefited from well-planned and strategic regional
marketing efforts. Much like Garrett County and the Ozarks, however, the Berkshires have grown
tourism-based industries to be one of their economic mainstays.
The average per capita income of residents within the four-county Berkshires region was reported to
be $26,888 in 2005, according to the local economic development agencies. This statistic is projected
to be $30,841 by the year 2010 which reflects a 209% increase from the average per capita income
reported in 1990 and a 143% increase from 2000. This rapid growth is largely attributed not only to
the direct economic impacts of a growing tourism industry, but also from a greater depth in
employment opportunities that have come about from large employers moving into the region.
As reported in an interview, Armand and Donald Feigenbaum of the General Systems Company have
said that, “Berkshire County is a total quality center, where the community, culture, technology,
industry, and history reinforce one another. This makes the Berkshires a great place not only to visit
but to work, build, and grow a business.”
Best Practices
• Regional planners have successfully created a uniform brand for an area that encompasses multiple
counties that overrides individual jurisdictions.
• The Berkshires brand resonates well with their target markets and is strategically determined based
upon the trends and interests of their visitors.
• Promotional material for touring in the Berkshires is organized based upon activities and interests
of the visitors versus geographically oriented.
• The region has developed diversity and depth in its tourism amenities including, but not limited to
restaurants, accommodations, attractions and parks.
• The regional leaders have leveraged park, recreation and tourism amenities into a quality of life
message that further attracts investors and employers to the area.

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STAKEHOLDER ASSESSMENT
The foundation of this plan is input from a wide variety of key stakeholders, community leaders, and
user groups of “adventure recreationists.” This input established the principles, values and vision that
guide the decision making process for tourism policy, partnerships, and programs.
The stakeholder assessment process was divided into two distinct phases to support the goals of the
project. The first phase acquired feedback from community leaders representing over 26 counties of
the 33-county area of preliminary study. Community input in this phase provided direction and clarity
for establishing an area of focus for the pilot study, as mandated in the project’s scope of work.
The second phase of community input engaged more intensive focus group and one-on-one leadership
interviews to capture the collective vision for developing adventure tourism in the region. This
process revealed remarkable consensus on perceptions of developmental constraints, policy needs, and
regional priorities to advance economic development through a sustainable adventure tourism industry.
As hoped, there were strong correlations between the perceptions of local leaders and stakeholders and
the findings of the situational assessment. The following sections detail a summary of general
findings, key issues, priorities, and opportunities as shared with us by the stakeholders of this plan.
SUMMARY OF FINDINGS
Figure 5 – Area of feedback from
community leaders
The summary below captures the most significant and consistent findings from the stakeholder
interviews and surveys.
During the months of March and April 2007, PROS conducted
numerous interviews and received feedback through surveys with key
leaders and focus groups. In the first phase of the stakeholder
assessment, PROS received feedback and direction from twenty (20)
community leaders representing 26 counties of the preliminary area of
study, an conducted ten (10) focus group sessions with individuals
representing varying interests including city, county and state
administration; community and economic development organizations;
tourism industry associations and businesses; adventure tourism user
groups; and interested community members.
The stakeholder assessment yielded insight into the perceptions,
attitudes, vision, and political will of representatives from all of the
33 counties in the preliminary area of study. Figure 5 demonstrates
geographically where feedback was received from community leaders.
Public administration officials interviewed and surveyed comprised of directors of multiple Area
District Development Offices, elected officials and county executives, a field representative from the
Governor’s office, city managers and tourism administrators, city officials and executives, county
tourism administrators, and regional tourism development administrators. Leaders were asked to
provide feedback on 12 questions related to tourism development constraints and opportunities in
Eastern Kentucky, their sense of public perceptions, and their professional vision for the region.

27
Representatives from various adventure recreation and tourism industries and users were also
interviewed and surveyed in order to capture any consensus on the vision for adventure tourism
development in eastern Kentucky from a user’s perspective. Interests represented include whitewater
sports; rock climbing, mountain biking, all-terrain vehicles (ATV), horseback riding, hiking, and
wildlife viewing. Additionally, owners and operators from retail, dining, accommodations, rental and
repair, and general service businesses within the pilot study area were interviewed to gather input from
people who are largely dependent on adventure-based tourism for their livelihood.
OVERALL PERCEPTIONS AND OPPORTUNITIES
The following summary presents overall perceptions and perceived opportunities as expressed by the
community leaders when interviewed or by survey:
• Kentucky State Parks and State Resort Parks are tremendous attractions and are well maintained.
• Developing venues for trail sports are a big priority for the region, including hiking, mountain
biking, ATV and equestrian trails.
• Eastern Kentucky has a rich history and authentic culture that is a source of pride for residents and
is well received by visitors.
• Many popular adventure sports like rock climbing, mountain biking, and whitewater kayaking and
rafting have renowned natural venues in Eastern Kentucky.
• Eastern Kentucky’s tourism resources are seemingly unlimited and generally underutilized.
• There is a great need for developing and improving infrastructure within Eastern Kentucky
communities that will support increased visitation.
• Tourism support services including quantity and quality of accommodations, restaurants and
service providers are suffering.
• Coordinated marketing efforts could result in stronger and more sustained tourism in the region.
KEY ISSUES AND AREAS OF WEAKNESS
Following are the key issues and areas of weakness identified in the community leader interviews and
surveys conducted:
• Coordinated and strategic marketing of the region is a key issue that is a source of frustration
among communities today.
• A lack of cohesive partnering and communicating among groups, venues, events, etc., has held
development back.
• Local attitudes do not always embrace tourism as a viable industry.
• Land and resource accessibility is not always as easy as it seems it should be.
• Stabilizing income and education levels of residents is a priority for long-term regional success.
• Job creation is critical to supporting economic development in Eastern Kentucky.
• Emerging from a historical reputation of heavily polluted natural resources despite the state and
region’s success at reclamation and conservation.
• Liability concerns are one of the primary inhibitors of public access to private lands for
recreational purposes.

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VALUES AND MANDATES FOR TOURISM IN EASTERN KENTUCKY
The following values and mandates for recreation and tourism development were captured in the
community leader interviews and surveys:
• Recreation and tourism are not understood by locals for their potential as an economic tool for
Eastern Kentucky.
• There is great respect for natural and cultural resources held by the local residents.
• The conjunctive use of public and private lands for recreational purposes must be protected and
expanded.
• Increased tourism must be balanced to protect the lifestyles and traditions of the local people, and
the quality of the area’s natural resources.
TOURISM SUPPORT NEEDS AND OPERATIONAL ISSUES
The summary below details the feedback received on the region’s prioritized areas needing support
and operational issues with both ongoing and envisioned tourism venues:
• Basic infrastructure supporting tourism and quality of life need continued attention.
• Enforcing and maintaining security at parks and on trails is very important for both residents and
visitors.
• Assistance from the state and federal governments for capital investment to assist and partner with
local counties would greatly advance tourism development.
• Tourism support services including accommodations, restaurants, and incentives to extend your
stay need to be developed and improved to protect the quality of the visitor experience.
• Incentives for private sector investment in the tourism industry, hospitality and customer services
training, and small business development counseling should be advanced.
• Agreement on roles and responsibilities of various government agencies, community
organizations, and private enterprise for developing, operating and maintaining tourism venues and
amenities is critical.
• Addressing seasonality in visitor volume will help to sustain economic impacts from tourism.
• A concentrated effort to develop local non-governmental organizations (NGO’s) to lead and
manage tourism at the local level would help maintain progress.
FUNDING REQUIREMENTS AND PARTNERSHIP OPPORTUNITIES
Following are the funding requirements and partnership opportunities identified in the community
leader interviews and surveys that need be addressed in this Plan:
• Funding for trail development and maintenance is a priority.
• Funding for cooperative marketing and advertising is greatly needed.
• Commitment from local officials and agencies is critical to the region’s success with an adventure
tourism initiative.
• Capital funding for any major tourism development will need public sector assistance, but
operations should be cost-recovery.
• Federal and state agencies could increase their involvement with local partnerships (public and
private) designed to provide incentives and to develop tourism amenities in the region.
• Private enterprise in the tourism industry can expand their pursuit of partnerships designed to
increase overall visitation and length of stay.

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LONG-TERM VIABILITY OF TOURISM
The following outline feedback received from our community leader interviews and surveys about the
role they see tourism playing in the long-term economic vitality of the region:
• The remoteness of the area makes it very difficult to attract new businesses and manufacturing, but
tourism takes advantage of Eastern Kentucky’s great natural resources and friendly people to build
a sustainable industry.
• Tourism could provide economic viability when coal and other industrial sectors suffer.
• Tourism is the renewable resource Eastern Kentucky needs to grow in the 21st century.
• Tourism can be the lifeline and future of Appalachia.
• A priority should be to develop an integrated and connected network of multi-use trails.
• Local workshops supported by public-private partnerships can greatly improve entrepreneurial
confidence and skill among our local people.
• The “sKYward Trail” system needs to be completed.

30
PILOT STUDY AREA
Following review of the insights provided by interviews and surveys with community leaders, the
region that emerges as the recommended area of focus includes the following 18 counties as depicted
in Figure 6:
• Pike
• Floyd
• Magoffin
• Morgan
• Menifee
• Powell
• Estill
• Breathitt
• Knott
• Letcher
• Harlan
• Wolfe
• Martin
• Bell
• Johnson
• Perry
• Bath
• Rowan
PILOT STUDY AREA CRITERIA
The 18-county pilot study area was determined based upon a thorough review of the status of
infrastructure and progress these areas have towards adventure tourism development. Specifically, the
criteria included political capital, the presence of existing ‘anchor tenants’ in the tourism industry,
inclusion in ‘sKYward trail coalition, areas classified as ‘economically distressed’ per Appalachian
Regional Commission standards, and an area that more easily facilitated multi-jurisdictional
cooperation for the purposes of a regional adventure tourism initiative.
Figure 6 – Recommended pilot study area
Regional Political Capital
The multi-jurisdictional district defined as the focus for this Adventure Tourism Master Plan must be
an area that demonstrates an appropriate level of political capital available to leverage toward the
plan’s success. Capital in this sense is defined by both tangible and intangible elements.
Tangible Capital
Tangible capital is defined more specifically as the availability of real resources that are either
currently applied toward tourism development or can be. Within the initial 33 counties of the
Appalachian Highlands (region 8) and Daniel Boone Country (region 9) tourism regions there is great
diversity of tangible capital available for investment in tourism development. The distribution of those
resources are biased towards a few number of counties that have grown a more valuable tax base over
the last few decades than their neighbors and peers within eastern Kentucky.

31
Tangible capital includes a review of a county’s assessable tax base, ratio of debt service to overall
operating expenses, existing annual tourism revenues, and an inventory of both public and private
services within the tourism and recreation economy.
Intangible Capital
Intangible capital is far more difficult to define beyond a measure of enthusiasm demonstrated by
community leaders toward the value of tourism to eastern Kentucky’s overall economic health. For
purposes of this plan, it is assumed that community leaders have acquired their standing and level of
responsibility by adequately representing the interests of their various constituencies.
For a tourism initiative to achieve any milestones within the short, mid and long term outlook for the
region it must have a solid political footing to begin with. Areas that are experiencing resistance from
residents and leaders to tourism growth will predictably under-perform towards the economic
development goals derived from increased visitation to their area. It is therefore the recommendation
of this plan to select an area of focus that demonstrates a track record for embracing the value of
tourism to economic growth, or in the least a desire to legitimately pursue tourism development.
Existing “Anchor Tenants”
Much like any major commercial development, a regional tourism initiative will be most successful by
building upon the notoriety and market exposure that can come from anchor tenants. In the case of
eastern Kentucky, adventure tourism’s anchor tenants include those facilities and attractions that are
currently well established, or those that provide an opportunity for substantial market responsiveness
as a result of their quality, uniqueness or niche.
There are several existing facilities and attractions that serve this purpose on the defined focus area for
this study:
• Knott County ATV and Adventure Park – Knott County
• Black Mountain Recreation Park – Harlan County
• Red River Gorge – Powell County
• River Gorge / Natural Bridge Trail – Powell, Menifee, Bath and Rowan Counties
• Cave Run Lake – Rowan / Bath County
• Natural Bridge State Resort Park – Powell County
• Jenny Wiley State Resort Park – Floyd County
• Jenny Wiley Heritage Trail – Floyd, Johnson, Martin Counties (within pilot study area)
• Buckhorn Lake State Resort Park – Perry County
• Buckhorn Loop Trail – Perry and Knott Counties
• Pine Mountain Trail – Pike, Letcher, Harlan and Bell Counties
• Russell Fork River – Pike County
• Kingdom Come State Park – Harlan County
• Kingdom Come State Park Nature Preserve, Letcher County
• Carr Creek State Park – Knott County
• Paintsville Lake State Park – Johnson County
• Pine Mountain State Resort Park – Bell County
• Cumberland Gap National Historic Park – Bell County

32
• Breaks Interstate Park – Pike County
• Sheltowee Trace Trail – Daniel Boone National Forest
• Natural Bridge State Park Nature Preserve – Powell County
• Pilot Knob State Nature Preserve – Powell County
• John B. Stephenson Memorial Forest State Nature Preserve - Rockcastle County
• Bad Branch SNP – Letcher County
• Hi-Lewis Pine Barrens* - Letcher County
• Blanton Forest SNP – Harlan County
• Pine Mountain Trail State Park Nature Preserve – Harlan County
• Stone Mountain Wildlife Management Area/State Natural Area (WMA/SNA) – Harlan County
• Martin's Fork Wildlife Management Area/State Natural Area – Harlan County
• James E. Bickford SNP (at Pine Mtn. Settlement School) – Harlan County
• Pine Mtn. State Park Nature Preserve – Bell County
Mountain Trail Development Coalition
By far one of the more progressive tourism initiatives
within eastern Kentucky is the Mountain Trail
Development Coalition. This 501(c)3, non-profit
organization has been created to develop and manage a
system of integrated, multi-use trails for ATV and off-road
vehicles, equestrian, mountain bike, and hiking access that
traverses through 12 counties of the region.
The counties in Figure 7 are included within the scope of
the sKYward Trail Project. This plan would be remiss to
not include this region within the adventure tourism master
plan for eastern Kentucky.
Facilitate Multi-jurisdictional Coordination
The most redundant feedback received regarding
constraints to regional tourism development through the
leadership interviews and focus groups was frustration f
the lack of multi-jurisdictional coordination among counti
area development districts, and private enterprise for this
purpose.
rom
es, Figure 7 – sKYward Trail Project
Undoubtedly, the most successful regional tourism initiative will include jurisdictions strategically
selected because of their desire to be a part of something larger and their development potential from
concerted tourism efforts. The 18 counties selected to be the focus area of this plan were chosen based
upon their ability to take advantage of these criteria and easily facilitate a coordinated regional effort.

33
DEMOGRAPHIC ANALYSIS
The Demographic analysis provides a clear understanding of the market size, economic factors, and
trends that will assist in determining the potential client base within the target market area.
METHODOLOGY
The most current data used for this analysis; base data is derived from the 2000 U.S. Census, current
estimates are shown as 2006, and projections for 2011 (five year projection) and 2021 (15-year
projections).
The demographic data was obtained from Environmental Systems Research Institute, Inc. (ESRI), the
largest research and development organization dedicated to Geographical Information Systems (GIS)
and specializing in population projections and market trends; for comparison purposes data was also
obtained from the U.S. Census Bureau. All data was acquired in May 2007, and reflects actual
numbers as reported in the 2000 Census and demographic projections for 2006 and 2011 as estimated
by ESRI, with straight line linear regression used for projected 2016 and 2021 demographics. The
Eastern Kentucky boundaries for this region (the Region) comprised of 18 counties within the Pilot
Study area was utilized as the demographic analysis area.
SUMMARY OF FINDINGS
The region is comprised of small, economically challenged communities nestled into the rugged
wilderness and mountains of southeastern Kentucky and meet specific criteria defined throughout this
report.
The estimated 2006 population for the Region is a total of 405,634, projected 2011 population of
406,406, and projected 409,418 and 411,870 in 2016 and 2021, respectively. In the larger counties, six
(6) of the eighteen (18) counties estimate a total population between 20,000 and 35,000; and only two
(2) counties have populations above this segment; 42,638 in Floyd County and the largest county
population of 68,929 in Pike County, In comparison, the smaller counties include ten (10) of the
eighteen (18) counties in this region with an estimated population below 20,000; Breathitt, Estill, and
Knott are between 15,000 and 20,000; Bath, Magoffin, Martin, Morgan, and Powell are between
10,000 and 15,000; and Menifee and Wolfe are below 10,000; Menifee with the lowest county
population of 7,021.
Following a decade of stagnation in which the Region grew by 0.5% from 1990 to 2000, the
population has witnessed a period of minute growth in which it is estimated that the total Region
population grew by 1.0% from 2000 to 2006, adding 4,132 persons, and is projected to grow at lower
percentages through 2021; 0.2% and 772 persons from 2006 to 2011; 0.7% and 3,012 persons from
2011 to 2016; and 0.6% and 2,452 persons from 2016 to 2021.
Gender distribution is slanted toward the female population which consists of slightly more than
50.9%; however, the male populace experienced a 1.9% growth from 2000 to 2006 as opposed to the
0.2% growth experienced in the female segment. Although there is movement among gender
categories, the total population of the Region has remained relatively unchanged since 2000
(Figure 8).

34
204,667
196,835
205,049
200,585
205,049
201,357
205,304
204,114
205,495
206,375
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
2000
Census
2006
Estimate
2011
Projection
2016
Projection
2021
Projection
Overall 18 County Area, KY; Total Population, by Gender
- Male
- Female
Source: ESRI
F 8 –igure Population by gender
Figure 9 - Households
HOUSEHOLD SIZE AND INCOME
CHARACTERISTICS
177,821
172,708
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000 166,977163,720
156,752
In 2006 there was an estimated 163,720
households in the region, an increase of
4.4% from the 2000 Census. The
household size has actually decreased –
from 2.50 persons per household at the
time of the 2000 Census to an estimated
2.42 persons.
As forecasted in the population trends,
an increase in the general population
normally tend to lead to a greater
number of households, albeit at a
relatively smaller growth percentage
(Figure 9).
2000
Census
2006
Estimate
2011
Projection
2016
Projection
2021
Projection
Overall 18 County Area, KY; Total Households
Source: ESRI
It is projected that by 2021, the region will have 3.0% more households than currently estimated.
AGE SEGMENTATION
Population categorization by major age segment demonstrates the relative youth of the Region’s
service area by the four marketing groups – children/youth, early adulthood and child bearing, child
rearing and peak income, and mature adults (Figure 10 on the following page).
The largest of the four major age segments is comprised of the peak earners, those aged 35-54; the
peak earners make up 30.3% of the 2006 estimated populace. Currently, the children/youth, defined as
those aged 18 and below form the smallest combined age segment (22.1%), and are relatively

35
comparable to the early
adulthood and child
bearing segment with
(22.7%). Based on growth
projections through 2021,
the 55 years and above
segment is projected to
seize the largest percentage
increase as compared to
the population as a whole –
8.8% growth from 2006 to
2021, resulting in a total
age segment increase of
37,942 (100,859 estimated
persons in 2006; 138,801
estimated persons in 2
In contrast, national
estimate those aged fifty-
five and above total nearly
one quarter (22.5%) of
total U.S. population.
97,221
95,200
121,046
88,035
89,476
92,230
123,069
100,859
88,917
82,938
121,157
113,394
83,567
77,861
121,868
126,122
79,415
71,730
121,924
138,801
0%
20%
40%
60%
80%
100%
2000 Census 2006 Estimate 2011
Projection
2016
Projection
2021
Projection
Overall 18 County Area, KY; Population by Major Age Segment
55+
35-54
18-34
<18
Source: ESRI
Figure 10 – Population by major age segment
021).
trends
the
uring the fifteen year study period (2006 to 2021), only the baby-boomer segment is projected to
crease in size of the orange block, which represents a 5.5% increase in population share of
esenting a 0.7% decrease in population share of the
D
increase in total size – the other segments, under-18, 18-34, and 35-54 age segments are expected to
actually decline in total size. Two trends that may be observed in the breakdown of major age
segmentation are:
• The in
the senior adults between 2006 and 2021
• The decrease in size of the blue block repr
children/youth category, and the decrease in size of the maroon block, which represents a 7.6%
decrease in the early adulthood and child bearing category

36
Overall 18 County Area, KY; Population Trends
by Grouped Segments
- 20,000 40,000 60,000 80,000 100,000 120,000 140,000
<6
6-10
11-12
13-15
16-17
18-34
35-54
55+
2021 Projection
2016 Projection
2011 Projection
2006 Estimate
2000 Census
Source: ESRI
Figure 11 – Population
growth trends
Viewing population growth trends by the eight major transitional segments of the lifecycle (Figure 11)
allows for planning of programs and services based on like interests and desires of the user through the
maturation process. It is possible to quickly view the projected aging of the Region’s service area’s
constituents by viewing the gradual lengthening of the red bars of the top two lifecycle segments in
Figure 11 as opposed to the stagnant growth, or slight shortening, of the red bars in the six
lower/younger lifecycle segments.
During the projected trend period (2006 to 2021), the lifecycle segments with the highest rates of
decline are those aged 6-10 years (13.8% decrease) and 18-34 years (decrease of 7.1%); however,
those between the ages of thirteen and fifteen are projected to be the only significant increase (7.8%)
on populace under the age of thirty-five.
INCOME CHARACTERISTICS
The Region’s income categories – median, average, and per capita – are projected to continue the trend
of incremental increases similar to those experienced between 2000 and 2006 (Figure 11). Currently,
the average household income in the Region is $36,948; this represents the earnings of all persons age
15 years or older living together in a housing unit. The Region’s average household income for 2006
is nearly forty-one percent (40.9%) less than that of the average U.S. household income reported for

37
2005 of $62,556 (Figure 12); when compared to the average household income of the Commonwealth
of Kentucky, the Region is 24.7% less.
The median household income for the Region, the middle point when all household incomes are
compared in ascending order, is currently estimated at $25,781 and per capita income estimated at
$15,140 – both of which are significantly lower than those of the U.S. averages, by 31.0% and 26.3%,
respectively. Although median household income has risen in the past years nationwide, total
individual income has dropped; this phenomenon is due to the increase in multiple household
occupants participating in the work force.
$21,377
$30,706
$12,028
$25,306
$36,388
$14,927
$29,066
$42,172
$17,569
32,458
$47,161
20,039
35,945
$52,357
22,554
$0
$10,000
$20,000
$30,000
$40,000
$50,000
2000 Census 2006 Estimate 2011 Projection 2016 Projection 2021 Projection
Overall 18 County Area, KY; Income Characteristics
Median HH Income Average HH Income Per Capita Income
Figure 12 - Income
characteristics
Source: ESRI
Comparing 2006 average household income county by county reveals the highest averages in Rowan
County with an average of $45,761; Bath County with $43,204; and Johnson County with $42,725.
The lowest average household income includes: Wolfe County with $30,645; Martin County with
$31,399; and Magoffin County with $32,707.
AVERAGE EDUCATION ATTAINMENT
Based on the 2000 Census, the latest data available for the educational analysis, nearly 33% of the
regions populace 25 and older are a high school graduate; 9.5% of all persons 25 and above have a
bachelors and/or higher education degree. Rowan County by far leads the Region with an 11%
attainment rate in both bachelors and higher education degrees, with a public institution, Morehead
University located there. Four counties in the Region have private colleges – Bell, Breathitt, Knott and
Pike counties. The Big Sandy Community & Technical College is public and services Floyd, Johnson,

38
Magoffin, Pike, and other surrounding counties. Harlan and Perry counties also are part of the
Community & Technical College family with Hazard Community and Technical College and
Southeast Community and Technical College.
Segment of workforce in:
• Manufacturing
• Mining
• Timber:
• Petroleum / Chemical
• Tourism / Hospitality
• Medical
• Professional
• Public service / governmental
• Other
Based on 2006 estimates, the largest segment of the Region’s workforce is employed in the Services
industry (40%), while Retail employs 14%, and Agricultural/Mining and Manufacturing segments both
employ 10% of the workforce. The Region’s employment segmented by occupation indicates 48% of
the population is white collar and 36% blue collar.
ETHNICITY
Ethnic minority groups in the United States are strongly regionalized and urbanized, with the
exception of Native Americans, and these trends are projected to continue. As with many consumer
goods, different ethnic groups have different needs when it comes to recreational activities. Ethnic
minority groups are coming in ever-greater contact with white middle-class baby-boomers with
different recreational habits and preferences. This can be a sensitive subject since many baby-boomers
are the last demographic to have graduated high school in segregated environments. However, this
trend is projected to increase as more baby-boomers begin to retire and the minority populations
continue to increase.

39
MARKET ASSESSMENT
The market assessment includes the definition of the core program market supported by key activities
and programs, the size of the core program market, and market positioning. The outcome of this task
will be used to establish a concept development plan including operational and economic outcomes
and partnership/management alternatives.
Eastern Kentucky has both existing and potential options beyond the core list featured above for
visiting tourists. The popular existing options include, but are not limited to numerous historical and
cultural attractions, events and festivals; limited golf courses of varying levels of upkeep and quality;
numerous fishing and hunting opportunities with the proper permits; wildlife viewing; and a select list
of recommended driving tours.
The relative remoteness of the region does not lend to spontaneous visitation patterns or visitors that
may only participate in activities during an evening after work. The vast majority of out-of-county
visitors will regard the amenities of eastern Kentucky more as a destination in their travels, at least for
the weekend if not for longer periods of time. For this reason, it is critical that the region offer
amenities, attractions and activities that can appeal to visitors who may be looking for more tourism
options.
CORE PROGRAM MARKET
As indicated throughout the previous sections of this report, there are traditional adventure recreation
and tourism activities and markets that eastern Kentucky is uniquely equipped to develop further.
Therefore, the recommended core program markets include:
• Paddle sports such as flat-water and whitewater kayaking, canoeing and rafting
• Rock climbing and rappelling
• Multiple trail sports including mountain biking, ATV and off-road vehicles, horseback riding, and
hiking
• Lake sports
• Wildlife viewing
Additional details on each of these core program markets follow.
PADDLE SPORTS
Paddle sports have been among the fastest growing types of recreation in the United States for the last
decade (Outdoor Industry Foundation, Outdoor Recreation Participation Study, Eighth Edition, for
2005, June 2006). These activities include flat-water canoeing and kayaking, and whitewater
kayaking, canoeing and rafting. The following demographics and characteristics of Americans
participating in paddle sports were identified in the Outdoor Industry Foundation report referenced
above:
• There are approximately 12.6 million paddle sport participants, not including those who annually
or occasionally participate in guided whitewater rafting, who went on approximately 86 million
outings for paddling in 2005.
• Non-whitewater paddling is more popular than whitewater among enthusiasts, who also
demonstrate cross-over preferences to other sports that include mountain biking, fishing (non-fly)
and trail running.
• Paddling enthusiasts went on an average of six paddling outings in 2005.

40
• Paddling participation is so demographically balanced on the dimensions of gender, age, marital
status, children in household, and region to suggest that these activities have wide appeal across
the greater US population.
• Paddling enthusiasts feature a larger proportion of participants (44%) with an average annual
household income greater than $80,000 than all trail sports and rock climbing participation
researched in this study
The most noteworthy venues for tourists seeking paddle sport outings include the Russell Fork River
and the numerous lakes throughout the region. The Russell Fork only features four weekend releases
annually that floods the streambed sufficiently to create class IV and class V whitewater.
There are interested members of the community who are avid whitewater paddlers and are interested to
pursue grants and other funding opportunities in order to design and construct an in-channel wave
feature with considerably easier access that would appeal to more paddlers while easing the access
burden typically required when paddling the Russell Fork.
Additional popular paddling venues include the Red River, Elkhorn Creek, Big South Fork of the
Cumberland, North Fork of the Cumberland, and Poor Fork of the Cumberland.
ROCK CLIMBING AND RAPPELLING
The Outdoor Industry Foundation’s 2005 Outdoor Recreation Participation Study reported 9.2 million
individuals participating routinely in rock climbing and climbing related sports. The following
additional demographic characteristics were also identified:
• In 2005, 9.2 million participants went on 51 million outings, an average of six outings annually per
participant.
• The mean age of climbing participants is 27 years, with a gender breakdown at 73% male and 27%
female.
• Sixty-two percent (62%) of climbers in 2005 were reported to be unmarried, and 71% were
Caucasian.
• The majority of climbers participating in outings in 2005 had annual household incomes over
$40,000. Forty-six percent (46%) reported annual household incomes between $40,000 and
$79,000, while 28% reported household incomes over $80,000.
Eastern Kentucky contains a climbing area widely acclaimed as within the top five climbing areas in
the United States, and within the top ten around the world. The Red River Gorge is proclaimed to be
an area that has superb all-around climbing opportunities for enthusiasts ranging from beginner to
professional in skill, reliable access, comfortable climate and beautiful surrounding wilderness.
Another climbing area identified with reliable access in the region is Bad Branch Falls State Natural
Area, which does not currently feature any improved amenities to appeal to climbing visitors.
TRAIL SPORTS
Trail sports for this plan are considered as a broad category that captures activities and venues with
current massive appeal throughout the region, the state, and the country. Activities within this
category include mountain biking, ATV and off-road vehicles, horseback riding, backpacking, trail
running and hiking.

41
The Outdoor Industry Foundation’s 2005 Outdoor Recreation Participation Study reported following
demographics of participation among the activities in 2005 as shown in Figure 13.
Activity
Number of
Participants
Average Number
of Outings
Average Age
Household Income
Data
Mountain biking 50 million 19 25 < $40K: 34%
$40-79K: 40%
$80K+: 27%
ATV / motorized off-road
vehicles
42.4 million 28 34 < $40K: 28%
$40-79K: 49%
$80K+: 23%
Backpacking 13.5 million 6 31 < $40K: 31%
$40-79K: 47%
$80K+: 31%
Trail running 40.4 million 33 29 < $40K: 33%
$40-79K: 36%
$80K+: 31%
Hiking 76.7 million 11 38 < $40K: 30%
$40-79K: 40%
$80K+: 29%
Figure 13 - Trail sports demographics
Equestrian trail riding and horse-related sports also boast a tremendous impact to both the national and
local economies. As reported by the American Horse Council, 42% of the approximate 9.2 million
horses in the United States are owned and used for recreational trail riding purposes. Over 2 million
people are horse owners contributing to nearly 4.6 million people who are involved in the industry
either as owners, breeders, trainers, service providers, or otherwise.
In total, the horse industry in the United States has a direct economic impact of $39 billion annually.
This contributes to a total economic impact of $102 billion annually when the multiplier effect of
spending by suppliers and employees of horse-related services is taken into account.

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