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Business Plan Fiscal Year 2027 July 1, 2026 – June 30, 2027

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2027 Playbook

FY27 PLAYBOOK A detailed companion to our FY 2027–FY 2029 Strategic Plan

118 W 11th Street Columbus, Georgia 31901 VisitColumbusGA.com

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Strategy Roadmap Us 01 About Who we are and the role we play for Columbus Priorities & Strategic Direction 02 Goals, Our five FY27 goals and where we are heading by Research 03 Guided The strategic plan and process behind this playbook

04 Our Strategies

Five strategies that organize the year

Vision & Values 05 Mission, What drives our work every day

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ABOUT

VisitColumbusGA 1

VisitColumbusGA is the official Destination Marketing Organization (DMO) 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, 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.

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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 hotels, attractions and venues, 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.

GOALS, PRIORITIES & STRATEGIC DIRECTION

FY27 Goals & Priorities ACCELERATE BRAND REACH & AWARENESS Deepen digital engagement, grow earned media, and develop a new brand campaign.

GROW GROUP & SPORTS BUSINESS Expand meetings and sports sales with CRM workflows, dedicated group marketing, and strengthened partnerships.

ADVANCE DESTINATION DEVELOPMENT

DEEPEN COMMUNITY & MILITARY PARTNERSHIPS

Advocate for Trade Center expansion, a convention hotel, South Commons redevelopment, riverfront investments, and transportation infrastructure.

Strengthen Fort Benning collaboration, work with the Columbus Airport, and grow resident understanding of tourism.

BUILD ORGANIZATIONAL EXCELLENCE Achieve DMAP reaccreditation milestones, invest in staff, and activate board succession planning and committees.

STRATEGIC DIRECTION As part of a three-year strategic plan, the FY27 business plan establishes the foundation for long-term growth. We will launch the refreshed brand, build internal systems, activate sales pipelines, formalize partnerships, and lay the groundwork for DMAP accreditation—aligning staff, board, and community around a shared vision.

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OUR STRATEGIES Five strategies are organized for FY27. Each strategy maps to a core pillar of our strategic plan—Visitors, Community, and Culture—and breaks down into the specific tactics, KPIs, owners, and timing detailed on the following pages.

Demand Generation & Brand Leadership VISITORS

Our core revenue engine, elevating the Columbus brand, deepening digital engagement, growing earned media, and putting our destination in front of the right audiences.

Sales Growth & Revenue Development VISITORS

Destination Development & Infrastructure Advocacy VISITORS & COMMUNITY

Advocating for the assets and infrastructure investments— convention hotel, South Commons, the river, transportation, and air access—that make Columbus more competitive.

Building a disciplined sales operation that grows meetings, group, and sports business and converts demand into booked room nights.

Community Engagement & Strategic Partnerships COMMUNITY

Strengthening the partnerships —hotels, attractions, venues, Fort Benning, the Columbus Airport, residents, and civic allies— that power tourism as a force for good.

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Organizational Excellence & Talent Investment CULTURE

Building the internal foundation—top talent, best practices for staff and board members, and DMAP readiness—to scale with rising demand.

STRATEGY 1

DEMAND GENERATION & BRAND LEADERSHIP

Our core revenue engine—elevating the Columbus brand, deepening digital engagement, growing earned media, and putting our destination in front of the right audiences.

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Core Pillar: Visitors Lead: Marketing

Elevate the VisitColumbusGA Brand—TACTICAL OBJECTIVES

Enhance Earned Media Opportunities

Enhance Targeting to Key Demographics

Enhance Website— Discoverability

WHAT WE WILL DO IN FY27

Develop and execute an always on PR calendar including dedicated pitches, in-market media visits, trade shows targeted to travel writers, influencer marketing initiatives, and hosting travel writers in destination.

Identify 1-2 audiences for a targeted, need-period campaign to drive visitation during shoulder season. KPI/TARGET

Identify 2-3 out-of-market activations or consumer trade shows to attend and partner with local tourism industry businesses to share booth space at these events.

Implement a targeted SEO and GEO program to increase VisitColumbusGA’s visibility online, increase positive brand mentions within AI Search results, and grow organic traffic.

Bookings from campaign during identified need period

KPI/TARGET

KPI/TARGET Increase targeted pitches by 100% YoY ● Increase number of hosted media 10% YoY ●

6 in-market deskside meetings with key publications in an identfied market ● 4 hosted influencers, or content creators, or both ●

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500 opt-ins to VisitColumbusGa owned consumer marketing database

● Increase YOY Organic Traffic by 5% ●

Establish a baseline for AI visibility measurement and identify a target goal to reach for by end of FY27

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Identify a target set of key words and increase rankings against comp set by 10% by end of FY27

STRATEGY 1 CONTINUED

DEMAND GENERATION & BRAND LEADERSHIP

Elevate the VisitColumbusGA Brand—TACTICAL OBJECTIVES

Enhance Website— Harness Data To Identify Opportunities

Enhance Website— Highlight Local Tourism Businesses

Invest in Destination Image and Video Assets—Support New Brand Campaign

Invest in Destination Image and Video Assets— Build Asset Library

WHAT WE WILL DO IN FY27

Identify and execute key development priorities to enhance engagement, improve cross-linking throughout the website, and incorporate CTAs into the user experience.

Enhance how local tourism businesses are highlighted on VisitColumbusGA.com and identify opportunities for curated interest-based categories.

Commission a new photo and video shoot library to fulfill the new brand campaign concept.

Plan and execute 1-2 content shoots to enhance our photo and video library for owned channels. Conduct partner outreach to share assets with and receive assets from partners.

KPI/TARGET

Improve engagement rate by 5% YoY ● Improve time on site by 5% YoY ●

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Increase listings by 5% YoY

KPI/TARGET ●

New assets delivered, ingested into VisitColumbusGA’s digital asset management platform and ready to be implemented across paid, earned, and owned channels

KPI/TARGET ● Create asset library ● Select specific assets and

share with industry and community partners

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STRATEGY 1 CONTINUED

DEMAND GENERATION & BRAND LEADERSHIP

Elevate the VisitColumbusGA Brand—TACTICAL OBJECTIVES

New Brand Campaign WHAT WE WILL DO IN FY27 Partner with a best-in-class travel and tourism creative agency to concept and develop a new consumerfacing campaign to be the representation of Columbus to prospective visitors. KPI/TARGET ●

Campaign concept complete and in hand (full-page print ad mockup, banner ad mockups in standard sizes, visual direction, copy direction, etc.)

Optimize Content Marketing —Support Discoverability and Engagement WHAT WE WILL DO IN FY27 Implement a content marketing plan to support SEO, GEO, and website engagement goals, including development of new content and revising past content. KPI/TARGET ●

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Develop 36 pieces of content annually, including new content development and existing content revisions Complete quarterly reviews for performance and content accuracy, cycling content for archival or updates as warranted

Optimize Content Marketing —Grow Owned Audience WHAT WE WILL DO IN FY27 Launch a leisure email marketing program to grow owned audience and activate across paid channels. KPI/TARGET ●

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Reach 5,000 subscribers in the first year Establish open and click through baseline metrics in year 1 and establish growth goals for FY28

Grow Social Channels WHAT WE WILL DO IN FY27 Launch and grow VisitColumbusGA TikTok channel to activate new audiences and enhance destination storytelling. We will also develop and execute a targeted content marketing plan across owned social channels to grow and maintain an engaged audience. KPI/TARGET ●

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Establish baseline in year 1 of TikTok channel Identify and establish performance metrics and growth targets for implementation in FY28 Increase Meta audience 5% YoY Target overall engagement rate of 1.5% for FY27

STRATEGY 1 CONTINUED

DEMAND GENERATION & BRAND LEADERSHIP

= Facilitate Visitor Touchpoints in Uptown and Other High Visitor Areas—TACTICAL OBJECTIVES

Expand Visitor Experience Program

Measure and Improve Visitor Satisfaction

WHAT WE WILL DO IN FY27

Expand visitor touchpoints (info kiosks, ambassadors, signage, digital wayfinding) in Uptown and other high-traffic visitor areas.

Implement a visitor satisfaction measurement tool (intercept and online surveys, Net Promoter Score) and establish a baseline.

KPI/TARGET

Activate new touchpoints Track visitor interactions ● Expand geographic coverage ● ●

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Establish baseline visitor satisfaction and NPS (from local activation + visitor guide request survey; survey responses collected; reporting cadence set)

STRATEGY 2

SALES GROWTH & REVENUE DEVELOPMENT

Building a disciplined sales operation that grows meetings, group, and sports business and converts demand into booked room nights.

Core Pillar: Visitors  Lead: Sales 

Increase awareness of Columbus, Georgia, as a meeting destination—TACTICAL OBJECTIVES

Dedicated Marketing Campaign for Group Sales

Focus on Key Target Groups

Promote Awareness of Sales Initiatives

Identify Top Third-Party Meeting Planners

WHAT WE WILL DO IN FY27

Develop and execute a dedicated paid media campaign targeting group sales.

Identify and prioritize target meeting and group segments (SMERF, association, government civic, military, etc.) and build a qualified prospect list.

Develop and distribute quarterly sales newsletter to clients and prospects. Develop and send an additional 2 sponsored emails to identified paid lists.

Conduct FAM visits with top meeting planners to Columbus.

KPI/TARGET

KPI/TARGET Launch campaign ● Increase awareness among planners ● Increase leads from targeted trade shows ●

Build lists of annual conferences and rotating conferences in Columbus ● Identify top market segments and number or percentage of business over the past 3 years to establish baseline goals for Meetings & Conventions in FY27 ● Establish pipeline or funnel: turned tentative, turned definite, meetings held, and leads sent ●

● Build top prospect list

and touchpoints

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Develop and send quarterly emails to owned database of planners ● Paid: MQLs (marketing qualified leads) ●

KPI/TARGET ● Establish a pipeline of high-value

third-party meeting planners by creating a prospect list and inviting top candidates to immersive two-day Columbus FAM tour, with a goal of hosting two FAMs in FY27

STRATEGY 2 CONTINUED

SALES GROWTH & REVENUE DEVELOPMENT

Increase awareness of Columbus, Georgia, as a meeting destination—TACTICAL OBJECTIVES

Align with Hoteliers and Meeting Venues on New and Recurring Meetings WHAT WE WILL DO IN FY27 Establish regular cadence with hotels and venues to align on need periods, room blocks, and recurring business; and create a shared booking pipeline.

Invest in Sales Enablement and Workflows WHAT WE WILL DO IN FY27 Implement or upgrade CRM and standardize the lead-to-contract sales workflow and service workflow, including lead scoring and pipeline reporting.

KPI/TARGET

Hold quarterly partner alignment meetings; establish shared pipeline; room nights booked or contracted, upcoming travel ● Quarterly hotel visits for all Columbus hotels (minimum of 4 visits per hotel per year, minimum 4 meetings per year)

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CRM live with documented workflow; track lead-response time; pipeline reporting in place

Custom Servicing Program WHAT WE WILL DO IN FY27 Launch a meeting planner servicing program or workflow (meeting planner questionnaire, welcome packages, on-site support, local partner connections, after event survey) to improve attendee experience and drive rebooking. Elevate the Show Your Badge campaign (creating landing page, printing window clings for participating businesses). KPI/TARGET Document and launch servicing program ● Service events ● Planner satisfaction score captured with goal of 70% completion ●

STRATEGY 3

DESTINATION DEVELOPMENT & INFRASTRUCTURE ADVOCACY

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Advocating for the assets and infrastructure—convention hotel, Trade Center, South Commons, transportation, and air access—that make Columbus more competitive.

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Core Pillar: Visitors & Community Lead: CEO / All

Identify and advocate for new and enhanced infrastructure—TACTICAL OBJECTIVES Advocate for Improved Meetings and Sports Facilities WHAT WE WILL DO IN FY27 Request masterplans, document facility needs (Trade Center expansion, South Commons), and advocate with local and state stakeholders for funding and improvements.

Advocate for Enhanced Transportation Networks WHAT WE WILL DO IN FY27

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Secure masterplans and/or market studies from partners, secure advocacy meetings with key stakeholders, and develop a baseline project needs list

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WHAT WE WILL DO IN FY27

Support improvements to transportation both getting to Columbus and around Columbus, walkability, and visitor mobility in coordination with city partners.

Provide demand data and advocacy supporting development of additional convention or headquarter hotel rooms.

KPI/TARGET

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KPI/TARGET

Support Development of Increased Convention Hotel Rooms

Establish transportation priorities document and indicate key partners, needs, potential cost, and recommendations

Work with Uptown hotels to establish STR report metrics ● Obtain Market Study Convention Hotel Report with potential demand/feasibility data ● Support hotel developer and stakeholder conversations ● Provide recommendation for hotel size, brand, work with Development Authority ●

STRATEGY 3 CONTINUED

DESTINATION DEVELOPMENT & INFRASTRUCTURE ADVOCACY

Partner with CSG to improve air access—TACTICAL OBJECTIVE

Data Sharing to Support Route Acquisition WHAT WE WILL DO IN FY27 Share visitor and demand data with Columbus Airport (CSG) to build the case for new and expanded routes.

KPI/TARGET ●

Meet quarterly and co-share data monthly with CSG leadership to work together to establish top Origin Air Passengers and top destinations traveled from CSG

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STRATEGY 3 CONTINUED

DESTINATION DEVELOPMENT & INFRASTRUCTURE ADVOCACY

Identify, develop, and promote tourism assets to increase length of stay and spending—TACTICAL OBJECTIVES

Collaborate with Event Organizations to Grow Attendance

Encourage Development of Attractions & Experiences to Increase Length of Stay

Work with Columbus Cultural Arts to Elevate Arts/Culture Tourism

Collaborate with Event Organizations to Grow Attendance

WHAT WE WILL DO IN FY27

Identify 1-2 key annual recurring events that drive out-of-market visitation and collaborate with organizers to support overnight stays and increase attendance.

Write and develop a diverse library of experience-based or itinerary-focused content pieces to help travelers plan longer stays in Columbus. Promote across paid, earned, and owned channels.

Facilitate the CCAA grant program, awarding funds to arts organizations in the community, with a focus on programs likely to generate overnight visitation. Ensure best practices for DMO-facilitated grants are being followed. Explore enhancements to the grant program as needed to best serve the arts community and generate overnight visitation.

Partner with key event producers to support marketing, grow out-of-market attendance, and identify signature events for Columbus.

KPI/TARGET ●

In-kind marketing support provided and quantified (per event) may include paid search, paid social, amplification across VisitColumbusGA’s owned channels, and access to booking engine/widget

KPI/TARGET ●

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Produce 6 experience-based or itinerary-focused content pieces Establish baseline for performance of this content and comparison to general content Create performance metric goal to implement in FY28

KPI/TARGET ●

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Audit 2-4 comparable destination grant programs Present results to board of directors along with a list of staff recommendations for program enhancements Roll out refreshed grant program for the FY28 grant cycle

KPI/TARGET ●

Support events

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Out-of-market attendance growth

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Identify signature event(s)

STRATEGY 4

COMMUNITY ENGAGEMENT & STRATEGIC PARTNERSHIPS Strengthening the partnerships—Fort Benning, the Columbus Airport, residents, and civic allies—that power tourism as a force for good.

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Core Pillar: Community

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Lead: All

Facilitate visitor touchpoints in Uptown and other high visitor areas—TACTICAL OBJECTIVE Identify Opportunities to Improve Hospitality Workforce WHAT WE WILL DO IN FY27 Survey and meet with hospitality employers and education institutions (K-12/ college) to assess workforce gaps with a future goal to pilot a frontline hospitality training or certification. KPI/TARGET ●

Survey hospitality employers and education institutions with goal of 60% completion.

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Set meeting between employers and institutions to establish potential pipeline for employment training

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STRATEGY 4 CONTINUED

COMMUNITY ENGAGEMENT & STRATEGIC PARTNERSHIPS Identify avenues to increase VisitColumbusGA funding and structure—TACTICAL OBJECTIVES

Foster Advocacy Among Business Community and Elected Leaders WHAT WE WILL DO IN FY27 Build relationships and an advocacy case with business leaders and elected officials around sustainable DMO funding. KPI/TARGET Document and distribute advocacy plan ● Hold meetings with business and elected leaders ● Present funding case: 4 quarterly presentations to council, 1 presentation to elected officials with the city annually, minimum of 2 meetings with state representatives annually

Research Additional Revenue Streams

Study Comp Set Structure / Models

WHAT WE WILL DO IN FY27

Identify and evaluate supplemental revenue opportunities (HMT Collections from RV, collection of delinquencies from Hotels/STVR, co-op programs, partnerships, grants, earned revenue).

Benchmark funding models and organizational structures of comparable DMOs to inform a funding strategy.

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KPI/TARGET Develop revenue-opportunity list Evaluate HMT Collection and delinquency with city ● Identify new revenue stream(s) ● ●

KPI/TARGET Complete DI Study Complete comp-set funding study ● Present recommendations to the board ● ●

STRATEGY 4 CONTINUED

COMMUNITY ENGAGEMENT & STRATEGIC PARTNERSHIPS Strengthen collaboration between Fort Benning and key partners—TACTICAL OBJECTIVES

Lead Tourism Pillar of Columbus Ahead Strategic Initiative

Ensure Destination Visibility

Influence Visitor Movement

WHAT WE WILL DO IN FY27

Increase VisitColumbusGA’s presence and visibility at Fort Benning touchpoints (Look to be at Ranger, Airborne, Armor Graduations, in addition to Infantry Basic/ OSUT). Work to send monthly graduation calendar in advance to all partners.

Develop tools to influence visitor movement, spending, and length of stay from military-related visitors.

Take ownership of the tourism goals within the Columbus Ahead initiative and align partners. Explore the feasibility of developing assets, hotel attached to the Convention Center, invest in river amenities as a core feature, and synergy of river sports and softball like Oklahoma City. KPI/TARGET Document tourism pillar plan Define partner roles ● Report milestones ● ●

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KPI/TARGET Establish a baseline total for engagements at events, Fort Benning touchpoints activated ● Distribute collateral ● Send emails ●

KPI/TARGET ●

Develop military visitor-focused content and resources for the Fort Benning website

Launch offers via Ripe and hotel or attraction microsites ● Develop Fort Benning Visitor FAQ staff or website resource ●

STRATEGY 4 CONTINUED

COMMUNITY ENGAGEMENT & STRATEGIC PARTNERSHIPS Advocate locally for tourism as a force for good—TACTICAL OBJECTIVES

Enhance VisitColumbusGA Visibility within the Community WHAT WE WILL DO IN FY27 Raise local awareness of VisitColumbusGA’s role through speaking engagements, events, and community presence.

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

Resident Education and Engagement

WHAT WE WILL DO IN FY27

Create a “Tourism Works Here” flyer or rack card to be distributed at pop-up events. Increase local pop-up events to include regular ThursdaySaturday hours; 2-3 activations at each professional sporting event (baseball, soccer, hockey, football), graduations, CSU Activation Days; and a minimum of 2 activations per attraction.

Represent Columbus in state, regional, and national tourism advocacy (Explore Georgia, Destinations International, etc.).

KPI/TARGET Deliver community presentations or appearances ● Establish local awareness baseline ●

KPI/TARGET Participation in advocacy bodies, events, or both ● Advance positions on behalf of Columbus ●

WHAT WE WILL DO IN FY27

KPI/TARGET ●

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Establish a baseline of activations at Fort Benning graduations, Columbus professional and semi-professional sports, attractions, CSU events, and sporting events for adults or youth

STRATEGY 4 CONTINUED

COMMUNITY ENGAGEMENT & STRATEGIC PARTNERSHIPS Share VisitColumbusGA owned data and research with key partners—TACTICAL OBJECTIVES

Identify Opportunity Markets WHAT WE WILL DO IN FY27 Use visitor geolocation and spending data to identify high-potential origin markets to focus marketing initiatives.

Share Data with Stakeholders WHAT WE WILL DO IN FY27

Transparency on Website WHAT WE WILL DO IN FY27

Establish regular data sharing cadence (reports and briefings) with hoteliers, partners, and elected officials.

Publish monthly Symphony reports, strategic plan, annual plan, and end-of-year report on website and link in CEO newsletter.

KPI/TARGET

KPI/TARGET Complete opportunity market analysis ● Adopt priority markets into the media plan ●

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Share data quarterly as part of Hospitality Leadership Meeting

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Post 12 monthly reports, link to strategic and annual plans, and end-of-year report to website

STRATEGY 5

ORGANIZATIONAL EXCELLENCE & TALENT INVESTMENT Building the internal foundation—top talent, board best practices, and DMAP readiness—to scale with rising demand.

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Core Pillar: Culture

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Lead: HR / CEO / All

Work with board leadership to implement board of director best practices—TACTICAL OBJECTIVES Bylaws Review

Committee Development

Board Orientation Program

WHAT WE WILL DO IN FY27

Review and update board bylaws to reflect best practices.

Establish committees with clear objectives.

Create a board orientation, or onboarding program, and materials.

Implement board (and leadership) succession planning.

KPI/TARGET

KPI/TARGET KPI/TARGET

KPI/TARGET

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Bylaws reviewed, updated, and approved by the board

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Establish key committees based on organizational needs: Military Affairs, Advocacy, etc.

Launch orientation program ● Onboard new directors through the program ● Orientation is universal training for elected officials ●

Succession Planning Implementation WHAT WE WILL DO IN FY27

● Establish a clear succession plan

timeline or chart that is documented and adopted by the board ●

Succession plan includes 2-3 potential new board members per category

STRATEGY 5 CONTINUED

ORGANIZATIONAL EXCELLENCE & TALENT INVESTMENT Scale staff in accordance with growing organizational needs—TACTICAL OBJECTIVES

Supporting the Development and Growth of Individual Departments WHAT WE WILL DO IN FY27 Assess departmental capacity and build a future-focused organizational chart, timeline, and estimated budget per department. KPI/TARGET Complete departmental capacity assessment ● Complete budget and organizational chart ●

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Create New Departments/ Roles as the Need Arises

Restructure Departments/ Roles to Meet Org Needs

WHAT WE WILL DO IN FY27

Identify and stand-up new functions and roles as demand grows (e.g., dedicated PR, sports, Fort Benning liaison).

Realign roles and reporting to match the refreshed strategy and the five FY27 strategies. KPI/TARGET

KPI/TARGET Complete org-needs review ● Create new role(s) or function(s) ●

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Adopt updated org chart

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Align roles to the FY27 strategies

STRATEGY 5 CONTINUED

ORGANIZATIONAL EXCELLENCE & TALENT INVESTMENT Gain DMAP reaccreditation through Destinations International—TACTICAL OBJECTIVES (FY27 groundwork; submission FY29) Sales / Marketing Plans

Financial Policies

Timeline of Completion

WHAT WE WILL DO IN FY27

Formalize written annual sales and marketing plans that meet DMAP documentation requirements.

Review and update financial policies and controls to align with DMAP and best practice. Work with CFO by design to establish best practices baseline.

Build the DMAP accreditation project timeline and assign owners ahead of the FY29 submission.

KPI/TARGET ●

Written sales and marketing plans completed and approved for FY28 start

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KPI/TARGET KPI/TARGET ●

Financial policy manual updated and board approved

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Complete DMAP timeline and responsibility matrix

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On-track status reported quarterly

STRATEGY 5 CONTINUED

ORGANIZATIONAL EXCELLENCE & TALENT INVESTMENT Gain DMAP reaccreditation through Destinations International—TACTICAL OBJECTIVE (FY27 groundwork; submission FY29) Best Practice / Standard Operating Procedure Development WHAT WE WILL DO IN FY27 Document organizational SOPs and best practices to meet DMAP standards.

KPI/TARGET Draft SOP library Document core processes ● Complete gap list against DMAP standards ● ●

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STRATEGY 5 CONTINUED

ORGANIZATIONAL EXCELLENCE & TALENT INVESTMENT Acquire and retain top talent—TACTICAL OBJECTIVES

Onboarding and Training Program WHAT WE WILL DO IN FY27

Professional Development WHAT WE WILL DO IN FY27

Competitive Benefits and Compensation Package WHAT WE WILL DO IN FY27

Build a standardized onboarding and training program for new hires. Look at Scribe, Bamboo, and other tools.

Work with directors to establish a professional development plan for themselves and each of their direct reports, and create a budget (certifications, conferences, training).

Benchmark compensation and benefits against the comp set utilizing DI Compensation and Benefits Study and adjust to remain competitive.

KPI/TARGET

Onboarding program documented and in use ● Track new-hire ramp time and satisfaction

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Set professional development budget ● Staff completing development activities and certifications

Complete comp and benefits benchmarking ● Recommend or implement adjustments ●

STRATEGY 5 CONTINUED

ORGANIZATIONAL EXCELLENCE & TALENT INVESTMENT Foster a positive and inclusive culture—TACTICAL OBJECTIVES

Employee Surveys WHAT WE WILL DO IN FY27 Launch regular employee engagement surveys and establish a baseline using Bamboo (not auto generated survey).

KPI/TARGET Complete baseline engagement survey ● Capture participation rate ● Identify action items ●

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Engagement Survey completed quarterly - increase net promoter score (Bamboo)

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Recognizing and Celebrating Individual and Team Accomplishments

Off-Site Team Building

WHAT WE WILL DO IN FY27

Hold team building on/off-site events to strengthen culture quarterly at a minimum.

Continue to recognize individual and team accomplishments.

WHAT WE WILL DO IN FY27

KPI/TARGET KPI/TARGET ●

Launch recognition program

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Deliver recognitions and observe reflection in engagement scores

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Hold team-building events Track participation and feedback

Mission Develop and Enhance the Economic Fabric of the Community Through Tourism.

Vision To Become the Southeast’s Most Recognized and Desirable Destination Through Inspirational Travel Experiences.

Core Values HOSPITALITY We create warm, welcoming experiences that make every visitor, partner, and resident feel genuinely valued.

INTEGRITY We operate with honesty, transparency, and accountability to build trust in every interaction and decision.

CREATIVITY We pursue imaginative ideas and innovative solutions that elevate Columbus and inspire memorable experiences.

COLLABORATION We work together with openness and respect, sharing strengths to achieve the best outcomes for our team, our visitors, and our community.

COMMUNITY ENGAGEMENT We build meaningful relationships with local partners, residents, and stakeholders to strengthen pride, connection, and collective success.

INCLUSIVITY We champion belonging by ensuring every person feels respected, represented, and welcome in Columbus, Georgia.

PROFESSIONAL EXCELLENCE We bring expertise, consistency, and a commitment to high standards that advance our mission and elevate our destination.

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VisitColumbusGA.com