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FY 2027–FY 2029

About VisitColumbusGA

VisitColumbusGA is the official destination marketing organization for Columbus, Georgia.

We are the people, the programs, and the strategy behind attracting visitors, growing the local economy, and putting Columbus on the map as one of the Southeast’s most compelling destinations.

We market Columbus to the world. Through targeted advertising, public relations, group sales, sports tourism, meetings and conventions, and visitor experience programs, we work every day to bring people to our city, and give them every reason to stay longer, spend more, and come back again.

We are also a civic partner.

We advocate for the infrastructure, development, and investments that make Columbus a more competitive destination—from air access and convention facilities to riverfront activation and community placemaking. We work alongside Uptown Columbus, Columbus Ahead, Choose Columbus, the Columbus Chamber, Fort Benning, and a wide network of community organizations to ensure our city presents its best self to every visitor, every time.

TOURISM'S ECONOMIC IMPACT

Visitors Generate Significant Economic Impact

In FY2025, 3.1 million visitors spent $650.3 million in the Columbus, Georgia, economy, generating a total economic impact of $1 billion.

$1.0 Billion Total Economic Impact

3.1 Million Annual Visitors OVERVIEW

KEY FINDINGS

The visitor economy is an economic pillar in Columbus, Georgia. Visitor spending strengthens local economies by supporting business revenues, jobs, personal incomes, and by reducing household tax burdens.

$650.3M Visitor Spending

Visitors spent $1.8 million per day, on average, in the city of Columbus.

$58.8M in State and Local Taxes generated by the visitor economy.

6,269 Jobs

The 6,269 direct jobs sustained by the visitor economy accounted for 6.4% of all jobs in Columbus, GA. State and local taxes generated by the visitor economy offset resident taxes by $730 per Household.

Plan Overview

The basis for this plan was strategic direction and scaling for VisitColumbusGA. This plan is aligned with the Destinations International–Destinations Next Study. The strategic plan outlined in this document is the result of a collaborative effort between VisitColumbusGA staff, Board of Directors, and Community Partners.

FY 27

THREE–YEAR STRATEGIC DIRECTION

Foundation & Launch

Year 1 establishes the foundation for long-term growth. The focus is on launching the refreshed brand, building internal systems and processes, activating sales pipelines, formalizing partnerships, and laying the groundwork for Destination Marketing Accreditation Program (DMAP). This is the year to get the house in order, aligning staff, board, and community around a shared vision and deploying the tools and campaigns that will drive measurable results.

FY 28 FY 29

Acceleration & Expansion

With brand, systems, and partnerships established in Year 1, Year 2 shifts to scaling what works. Marketing campaigns expand into new origin markets, group and sports sales pipelines deepen, destination development advocacy gains momentum with project milestones, and the organization continues to grow its team and budget to match rising demand. This is the year to push—turning early wins into sustained traction.

Optimization & Leadership

Year 3 cements Columbus’s position as a leading Southeast destination. The focus moves to optimizing ROI across all channels, achieving DMAP reaccreditation, demonstrating measurable economic impact growth, and positioning VisitColumbusGA as a regional model for destination management. This is the year to lead—leveraging three years of investment into industry recognition, community pride, and a destination that punches above its weight.

STRATEGIC PLANNING PROCESS

In October 2025, VisitColumbusGA engaged FiredUp! Culture and Oetting Alchemy to develop a new three-year strategic plan for the organization. The process focused on ensuring the internal structure, leadership alignment, and operating systems are scaled appropriately to support stronger marketing and sales performance and, ultimately, greater economic impact for Columbus, Georgia.

PROJECT

PRE-WORK & PLANNING

Destination Research

SWOT Analysis

THE PROCESS

COMMUNITY ENGAGEMENT

One-on-One Interviews Online Survey Focus Groups Townhalls

BOARD STRATEGIC ALCHEMY LAB

Board Workshop Plan Development

Purpose Statement Development

RADICAL ALIGNMENT

IMPLEMENTATION

KPI Development & Org Structure Review

Create Implementation & Communications Plan

ONGOING CONSULTATION

KPI Dashboard Development

Launch, Follow Up, and Refinement

PROGRAM MANAGEMENT & GOVERNANCE

ORGANIZATIONAL & COMMUNITY ENGAGEMENT

FEEDBACK

Community Engagement

By the Numbers

73 SURVEY RESPONSES 24

TOWN HALL ATTENDEES

STAKEHOLDER INTERVIEWS

15 BOARD MEMBERS AND STAFF

Primary Themes

 Huge support for Ashley and team

 Comprehensive marketing refresh on storytelling and creative evolution to strengthen and expand destination branding

 Strengthen public relations and media outreach to expand visibility and profile of Columbus, Georgia

 Dedicated staff liaison for Fort Benning to capitalize on all aspects of military business

 Advocate for local and state funding for South Commons and Trade Center improvements

 Identify avenues to increase budget and staff

 Develop community advocacy campaign to educate locals on impact of tourism

 Entertain opportunities to partner more closely with Uptown and sports organizations

 Emphasize signature event identification

FINDINGS

Growth Opportunities

 Enhance marketing with a refreshed campaign

 Advocate for development projects including new convention hotel, Trade Center expansion, South Commons improvements

 Continue finding ways to reach military families

 Prioritize natural assets like the Chattahoochee River and trails

 Capitalize on vibrant Uptown and local food scene

 Leverage Southern hospitality

“I am excited for the new leadership with VisitColumbusGA, Uptown Columbus, Choose Columbus and Chamber, and strongly believe these forward thinkers are in the right place at the right time. We need to stand behind them and remove any barrier that prevents us from moving forward.”

“We are a hidden jewel for many who come and are truly shocked by everything they find here. We can play that up even more.”

Challenges & Threats

 Regionalism—Keeping up with Macon, Montgomery, Birmingham, and other regional competitors

 Increasing tourism infrastructure deterioration

 Limited brand perception and recognition

 Scaling group business without increased air access and “off the beaten path location”

 Perception of crime and safety; especially in downtown core

“Misconceptions of our amazing city regarding visitor safety.”

“Other communities continuing to invest in capital projects that make our venues obsolete or make the size of our venues less appealing compared to other cities.”

“Brand recognition. Most have never heard of Columbus, GA so it isn’t even on their radar to visit.”

SURVEY

STRATEGIC VARIABLES

Development of Strategic Rankings

STRENGTHS

Active Riverfront

Military Heritage/History

Uptown Critical Mass

Downtown/Uptown

Arts & Culture Promotion

Museums

Organization Leadership

WEAKNESSES

Brand Perception

Aging Infrastructure

Lean/Inexperienced Staff

Perception Crime/Safety

No Convention Hotel

Air Service

Location/Access

Brand Awareness

Organizational Funding

OPPORTUNITIES

Asset Enhancements

Expand Sports Promotion

Enhanced Storytelling

Activate the River

Improved Marketing

Expand Meetings & Events

Modern Brand Refresh

Improve Local/Media Sentiment

New Asset Development

THREATS

Competitor Destinations

Future Asset Deterioration

Local/Media Sentiment

Brand Perception

Military Dependence

Local Politics

STRATEGIC PLAN

FY 2027-FY 2029

Strategic Initiatives

CORE PILLAR 1 VISITORS

VISITOR ECONOMY

& DEMAND

GENERATION

 Sales, Marketing, Communications, and Visitor Experience

 Core revenue-generating engine for the organization

STRATEGIC INITIATIVES

1. Elevate the VisitColumbusGA Brand

2. Increase awareness of Columbus, Georgia as a Sales

meetings destination

3. Facilitate visitor touchpoints in Uptown

and other high visitor areas

4. Identify, develop, and promote tourism assets to

increase visitor length of stay and spending

5. Identify and advocate for new and enhanced

infrastructure to grow and enhance the visitor experience

TACTICAL OBJECTIVES

COLUMBUS BRAND

 New Brand Campaign

 Enhance Website

 Enhance Targeting to Key Demographics

 Invest in Destination Image and Video Assets

 Enhance Earned Media Opportunities

MEETINGS STRATEGY

 Focus on Key Target Groups

 Align with Hoteliers and Meeting Venues on New and Recurring Meetings

 Invest in Sales Enablement/Workflows

 Custom Servicing Program

 Dedicated Marketing Campaign for Group Sales

VISITOR EXPERIENCE

 Expand Visitor Experience Program

 Measure and Improve Visitor Satisfaction

 Identify Opportunities to Improve Hospitality Workforce

PRODUCT DEVELOPMENT

 Collaborate with Event Organizations to grow Attendance

 Work with Columbus Cultural Arts to Elevate Arts/Culture Tourism

 Encourage the Development of Attractions and Experiences to Increase the Length of Stay

INFRASTRUCTURE IMPROVEMENTS

 Advocate for Improved Meetings and Sports Facilities

 Advocate for Enhanced Transportation Networks

 Support Development of Increased Convention Hotel Rooms

CORE PILLAR 2 COMMUNITY

ADVOCACY & DESTINATION DEVELOPMENT

 Tourism infrastructure, funding, residents, and partnerships

STRATEGIC INITIATIVES

1. Partner with CSG to improve air access

X X X

2. Share VisitColumbusGA owned data and All X X X research with key partners to help make informed community growth decisions

3. Identify avenues to increase CEO X X X VisitColumbusGA funding and structure

4. Strengthen collaboration between All X X X Fort Benning and key partners

5. Advocate locally for tourism as a force for All X X X good in all areas of our community

TACTICAL OBJECTIVES

AIR ACCESS

 Data Sharing to Support Route Acquisition

 Attend Air Conference with Airport

 Market to Key Destinations

DATA FOCUSED

 Share Data with Stakeholders

 Identify Opportunity Markets

 Transparency on Website

ORGANIZATION FUNDING & STRUCTURE

 Study Comp Set Structure/Models

 Foster Advocacy Among the Business Community and Elected Leaders

 Research Additional Revenue Streams

KEY PARTNERS & FORT BENNING

 Ensure Destination Visibility

 Influence Visitor Movement

 Lead Tourism Pillar of Columbus Ahead Strategic Initiative

ADVOCACY

 Enhance VisitColumbusGA Visibility within the Community

 Advocate for the Local Community on the State, Regional, and National Level

 Resident Education and Engagement

CORE PILLAR 3 CULTURE

ORGANIZATIONAL EXCELLENCE

 Internal foundation, recruit/retain top talent, high performance culture

 Board Best Practices

STRATEGIC INITIATIVES

1. Gain DMAP reaccreditation through

Destinations International

2. Acquire and retain top talent

3. Work with board leadership to implement

board of director best practices

4. Foster a positive and inclusive culture

5. Scale staff in accordance with growing

organizational needs

TACTICAL OBJECTIVES

DMAP

 Best Practice/Standard Operating Procedure Development

 Sales/Marketing Plans

 Financial Policies

 Timeline of Completion

TALENT

 Onboarding and Training Program

 Professional Development

 Competitive Benefits and Compensation Package

 Individualized Growth Plans

BOARD OF DIRECTORS

 Bylaws Review

 Committee Development

 Board Orientation Program

 Succession Planning Implementation

INCLUSIVE CULTURE

 Employee Surveys

 Recognizing and Celebrating Individual and Team Accomplishments

 Off-site Team Building

STAFF GROWTH

 Supporting the Development and Growth of Individual Departments

 Create New Departments as the Need Arises

 Restructure Departments/Roles to Meet Org. Needs

SUCCESS METRICS

ECONOMIC IMPACT

 Increase Visitor Length of Stay, Share of Overnight Trips, and Total Annual Visitor Spend

TRAVELER GROWTH

 Airlift Growth, Total Annual Visitors

COMMUNITY IMPACT

 Total Jobs, Sales and Lodging Taxes, and State and Local Taxes

ORGANIZATIONAL EXCELLENCE

 DMAP Accreditation, Budget Growth, Professional Development

MARKETING RESULTS

 Visitor Touchpoints, Search Visibility, Engagement, Earned Media

DESTINATION DEVELOPMENT

 Support and Advocate for Development Projects

BOARD EXCELLENCE

 Updated Board Onboarding, Succession Planning, CommitteesThis is the equivalent of more than $3,400 per household, on avemy accounted for 6.4% of all jobs in Columbus, GA