OPERATIONAL 2025 PLAN
TABLE OF CONTENTS
FROM THE DESK OF THE PRESIDENT & CEO
On behalf of the Visit Jackson Board of Directors, I am honored to present the 2025 Fiscal Year Operational Plan of your official destination leadership organization, proudly representing Mississippi’s capital city.
Fiscal year 2024 has yielded significant accomplishments for Visit Jackson despite challenges. Much of our success results from a commitment to embracing proven organizational leadership best practices, strategies and theories, including Douglas A. Ready’s Collective Ambition and Tuckman’s High-Performing Teams. All the strategies noted have been implemented and undergirded by our adopted management philosophy gleaned from Ready’s Collective Ambition.
CHALLENGES & OPPORTUNITIES
The destination and tourism community continues to execute proven crisis management tactics to address community concerns, including the ongoing perception that the destination lacks clean and safe water and reported public safety, exacerbated by the polarizing media reporting of high crime statistics, which are common themes amongst our clientele. Other challenges, such as unstable infrastructure, include deferred maintenance on roads and potholes, lighting and lodging and hospitality facilities maintenance.
The lack of top-tier/branded lodging properties is beginning to mitigate the potential to attract larger meetings that could have a significant economic impact on the destination. Visit Jackson’s aggressive complementary group services strategy continues to offset some of these issues, helping to level the playing field when closing conventions and meeting business. However, limited resources are a reality the board of directors and leadership must consider and contend with.
The performance and earned credibility reflecting the work of the destination leadership organization are valued assets that Visit Jackson must continue to safeguard. While governmental partners and stakeholder groups begin vetting Visit Jackson’s leadership to impact some of the destination’s facility challenges, Visit Jackson must also critically consider taking on a significant leadership posture, hence shouldering weighted initiatives with potentially unsuccessful outcomes.
OUTLOOK
As of 2024, the tourism outlook for Jackson, Mississippi, for 2025 is generally positive, though it will depend on several key factors:
Events and Attractions: Jackson hosts various events and attractions that draw visitors, such as the Mississippi State Fair, cultural festivals, and sports events. Continued investment in these events and the addition of new attractions can boost tourism. Infrastructure Improvements: Investments in infrastructure, such as hotel renovations,
transportation upgrades, and enhancements to attractions like the Mississippi Museum of Art and the Jackson Zoo, are likely to improve the city’s appeal to tourists.
Economic and Marketing Efforts: Visit Jackson’s board of directors and other local government efforts to market Jackson as a destination for culture, history, and sports can help attract more visitors. Initiatives to promote Jackson's unique aspects, such as its musical heritage and historical sites, will also play a role.
Regional Trends: Broader tourism trends and economic conditions, such as travel preferences and disposable income levels, will affect Jackson’s tourism. A rebound in travel following any downturns or disruptions (like those seen during the COVID-19 pandemic) would positively impact the city's tourism.
Cultural and Historical Significance: Jackson’s rich history and cultural significance, including its role in the civil rights movement and its vibrant arts scene, continue to attract interest from tourists interested in these aspects.
Looking to the Future
The need to aggressively lobby local, statewide political and industry stakeholder groups is critical to continuing to impact the destination leadership organization’s ability to mitigate crisis strategies and maintain best practices that uplift the destination in a competitive marketplace. Overall, making revenue contributions from reserves is often about balancing short-term needs with long-term strategic goals.
Opportunities to amass partnerships that result in identifying revenue and positively augmenting revenue are byproducts of proven performance and are being considered. The industry and political environment continue to be evaluated, potentially presenting opportunities to approach the Mississippi Legislature to request a modernization of the now forty-two-year-old taxing authority and funding level.
The integration of marketing strategies and shared resources with the Greater Jackson Chamber Partnership/Alliance, the Jackson Redevelopment Authority, Downtown Jackson Partners, Jackson Municipal Airport Authority, Hinds County Economic Development Authority and the City of Jackson Planning and Development Department are beginning to realize qualitative and quantitative positive outcomes. Visit Jackson’s intentional and strategic engagement within the Jackson and Hinds County economic development community has the propensity to strengthen our market and political positioning.
While the agency's resources will remain flat for the year, the goals articulated by the Visit Jackson board of directors have slightly increased, including sales and community outreach and engagement goals. The strategic pillars for fiscal year 2025 also have not changed. The agency will continue to execute aggressive and innovative marketing
showcasing Jackson’s Culinary and Musical legacies, as well as family-friendly attractions and Civil Rights landmarks and museums. During the year 2023-2024, Visit Jackson renewed its strategic alignment with Visit Mississippi. Synergetic benefits are being realized as we co-brand, co-market and collaborate on unified pillars and essential tourism asset promotions.
Evaluation & Utilization of Data
During the 2024 fiscal year, Visit Jackson invested some of its awarded American Rescue Plan Act funding to engage a leading advisor in destination real estate, tourism and placemaking to create a destination masterplan for Jackson’s tourism community and the city at large.
This comprehensive strategic document has been designed to guide the development, growth, and management of Jackson as a capital city and tourism destination for the next ten years. The plan will serve as a roadmap focusing on improving the overall visitor experience, addressing infrastructure needs, and fostering sustainable tourism and development. While the project has a dedicated tourism focus, data touchpoints and community engagement were comprehensive, including input from several community sectors, including the lodging, historical & cultural, arts, culinary, medical, education, law enforcement, economic development and business communities.
The plan will be launched during National Travel & Tourism Week 2025, during the week of May 4th through 10th.
Key Elements of a Destination Master Plan include:
Vision and Goals: Defines the long-term vision for the destination, including economic, social, and environmental goals.
Market Analysis: Examines the current tourism market, target demographics, and competitor analysis to identify trends and opportunities.
Infrastructure Development: Identifies the infrastructure improvements needed (transportation, amenities, accommodations, etc.) to support growth and enhance the visitor experience.
Sustainability: Ensures that development plans take into account environmental protection, responsible tourism practices, and conservation efforts.
Community Involvement: Includes input from local stakeholders, businesses, and residents to ensure that the plan meets the needs of both visitors and the local community.
Marketing and Branding: Establishes strategies for promoting the destination, building a strong identity, and attracting visitors.
Implementation Plan: Outlines specific actions, timelines, and resources required to execute the strategies in the master plan.
The plan's purpose is to ensure that Jackson, Mississippi, as a destination can thrive while balancing growth, sustainability, and the needs of both visitors and residents. Additionally, during the current fiscal year, Visit Jackson will be updating its strategic plan, which represents a five-year plan. Fiscal year 2025 represents the fifth year of the current plan.
Again, none of the successes of Visit Jackson this year could be possible without our local, county, and state political stakeholders. However, our true heroes continue to be our industry partners. Because of you, we have some of the most authentic and passionate tourism assets to share with the global community. Our commitment is to always represent you in a fashion that makes you proud, ensuring that you are represented with vigor and intention every day.
Overall, if Jackson capitalizes on its strengths and continues to invest in its tourism infrastructure and marketing prowess, it has the potential to see a healthy influx of visitors in 2025. It is the goal of Visit Jackson to do just that. Failure is not an option.
“It is your reaction to adversity, not the adversity itself, that determines how your life story will develop. You can't be brave if you've only had wonderful things happen to you. Sometimes adversity is what you need to face in order to become successful. Adversity is preparation for greatness.”
-Dieter F. Uchtdorf
Rickey L.Thigpen
Rickey L. Thigpen, PhD President & CEO Visit Jackson
ABOUT VISIT JACKSON:
The Jackson Convention & Visitors Bureau, dba Visit Jackson, is the official destination leadership organization for the city of Jackson. It serves the Jackson community by positively impacting the city’s economy through recruitment and securing meetings and tourism activities. Visit Jackson is a quasi-independent governmental agency created by the Mississippi State Legislature.
Mission
The mission of Visit Jackson is to connect, engage and inspire the Jackson community to be a welcoming destination for conventions, meetings, sporting events, and special events. This will result in rich, cultural, and memorable experiences, a rewarding sense of place for visitors and an economically beneficial and enhanced quality of life for residents.
The overall goal of Visit Jackson is to cause a major economic impact for Jackson through programs designed to identify, attract, and service conventions and meetings, trade shows, group tours, sporting events, and consumer travelers while cultivating relationships with stakeholders, the value of citizen contributions, and the collective quality of life of the destination.
To be recognized and respected as an innovative destination marketing organization that sustainably achieves economic vitality and success through the constant, complete, and fully committed practice of our shared values in the promotion of Jackson, Mississippi, as a world-class destination city
Values Vision Goal
Integrity We are fair, honest and transparent, inspiring trust in others.
Collaboration We respect, nurture, support and empower one another.
Passion We uphold the spirit of our community; the goal of our organization, and we are committed to making our jobs and the jobs of our co-workers’ fun on a consistent basis.
Respect We respect and understand the importance of our bureau’s mission, take pride in being an integral part of its success, and are committed to aggressively upholding the principles of diversity, inclusion, and hospitality.
Brand Promise
Jackson is all about an authentic soul, which isn’t wrapped up in the number of hotel rooms or events or attractions in the city. The soul of Jackson is uniquely tied to our people. Our people exude creativity and hospitality, forging memorable experiences every time you visit the City With Soul.
Diversity and Inclusion
Visit Jackson is fiercely committed to reflecting and upholding the value of diversity of thought, culture, and lifestyles that is inherent in the Jackson community. We are dedicated to practicing radical inclusion and believe that a plurality of ideas and experiences shaped around civil dialogue and equitable outreach is the driving and consistent force that makes Jackson a great destination and a great city.
OUR TEAM
BOARD
FY 2024-25 Board of Directors
Mende Malouf Hotel Community
Enrika Williams Restaurant Community
Patrick House Hotel Community
Carol J. Burger Business Community, Chair
Pamela D.C. Junior Arts Community
Cherre Miller Convention Complex
Monique Davis, CPA Education
Glenda Barner Restaurant Community
Susan Garrard Attractions Community
John Miller At-Large
STAFF
Rickey L. Thigpen, PhD President and CEO
Christine Blackmon Chief Experience Officer
Amber Campbell Services Specialist
Jonathan Pettus Vice President and Chief Marketing Officer
Jennifer Chance, CPA, CDME Chief Operating Officer
Yolanda Clay-Moore, E.B.M.S. Director of External Affairs, Partnerships & Alliances
Shun Hatten Chief Sales Officer
Amy Dillard Administrative Manager
Laura Compere, PDM Chief of Staff
Sherri Ratliff, CMP Senior Business Development Manager
Floyd Williams, Jr., CMP Director of Sports Marketing & Administration
Allyson Durr Creative Design Specialist
Shana Smith Business Development Manager
Paul Wolf Director of Destination Storytelling
Kim Lewis Destination Development Manager
Andrea Thomas Social Media & Digital Marketing Manager
STRATEGIC PILLARS EDUCATION ADVOCACY
During fiscal year 2019, Visit Jackson engaged Tourism Skills Group to conduct a comprehensive five-year strategic planning process. Due to the data indicators supported by its five-year strategic plan, Visit Jackson has identified the following strategic pillars for fiscal year 2024.
EDUCATING STAKEHOLDERS: SHAPING PERCEPTIONS AND UNDERSTANDING
A common challenge across the nation, many stakeholders often misunderstand the role of destination leadership organizations like Visit Jackson. In the past, there was a perception that Visit Jackson’s primary role was limited to providing sales and marketing efforts, and funding for community events and festivals through grant programs.
GOAL:
To reshape stakeholder perceptions by providing data-driven insights that highlight Visit Jackson's leadership in tourism development, ensuring stakeholders understand and support the organization's mission and strategic goals throughout fiscal year 2025 and beyond.
KEY TACTICS:
To reinforce its leadership role in the tourism economy, Visit Jackson will implement the following key tactics:
• Stakeholder Event Presentation: Present the 2025 Operational Plan at a stakeholder event, detailing the agency’s goals, initiatives and expected outcomes.
• Individual Engagement: Conduct oneon-one meetings with city and statewide elected officials, highlighting detailed goals and return on investment (ROI) metrics.
• National Travel & Tourism Messaging: Partner with the United States Travel Association (USTA) to execute National Travel & Tourism Week (NTTW) messaging, emphasizing the value of tourism both nationally and locally.
Why Stakeholder Education Matters
• Expanded Speaker’s Bureau: Arrange both traditional and non-traditional engagements, providing more opportunities for employees and partners to participate in the Visit Jackson Speaker’s Bureau.
• Media Collaboration: Distribute collateral and conduct meetings with local media agencies to share success stories, data, and impactful tourism insights.
• Stakeholder Familiarization Tours: Develop and host tours to familiarize stakeholders with Jackson’s attractions, tourism economy and the organization’s contributions.
• Bureau Packet Distribution: Create and distribute informational packets to local restaurants and hotels, equipping them with key tourism messages and organizational information.
• Market Segmentation: Identify and target specific tourist segments based on demographics, interests, and travel motivations to tailor experiences.
By continuing these education efforts, Visit Jackson aims to foster greater understanding and support from stakeholders. This will enhance collaboration across tourism, business and government sectors, helping to sustain and grow Jackson’s economy through effective destination leadership
ADVOCACY: BUILDING PROPONENTS FOR VISIT JACKSON IN THE COMMUNITY
Fostering Community Champions for Tourism
Visit Jackson recognizes that people are essential to a destination's success. To grow and sustain Jackson’s tourism economy, we must continue to engage local leaders, residents, and organizations.
GOAL:
To build strong community advocates who actively support and promote Jackson’s tourism economy by fostering civic pride, increasing tourism-driven opportunities and encouraging collaboration that benefits all of Jackson.
In fiscal year 2025, Visit Jackson's community advocacy efforts will focus on three strategic approaches: signature programs designed to enhance visitor experiences, community-wide initiatives designed to foster pride, awareness and collaboration across the city, and key foundational community and advocacy initiatives.
1. Signature Programs to Enhance Customer Experience
Visit Jackson is recognized as a leader in developing community partnerships that improve the visitor experience. By offering exceptional service and unique experiences, Visit Jackson boosts repeat visitation and helps to improve perceptions of the city.
KEY TACTICS:
• Relaunch the TOPS Program: Revitalize Tourism Oriented Policing Strategies to improve safety awareness for both visitors and residents.
• Hometown Heroes Recognition Program: Recognize local hospitality leaders and honor organizations that significantly contribute to tourism and community pride.
• Hospitality Training Program: Relaunch the Hospitality Training Program to improve customer service across key visitor-facing industries including taxi and transportation services.
• JXN Welcome Center: Maintain exceptional services at the JXN Welcome Center, providing visitor information and destination inspiration, including visitor-friendly technology services, such as indoor and outdoor kiosks.
• Mobile Welcome Centers: Establish mobile welcome centers at transportation hubs (e.g., the airport) to create strong first impressions for arriving visitors.
2. Community-Wide Initiatives Through My City Programming
What began as a pride campaign, My City has evolved into a broad engagement program designed to educate, inspire and mobilize residents. In 2025, Visit Jackson will enhance this initiative through expanded partnerships and activations.
KEY
TACTICS:
• City-Wide Tours for Students: Collaborate with orientation staff from the city’s five major colleges and universities to introduce incoming students to Jackson.
• Young Ambassador Program: Continue expanding the My City Young Ambassador Program to engage elementary students in tourism education and pridebuilding.
• 601 Day Activations: Strengthen 601 Day celebrations on June 1, with city-wide activations that promote Jackson’s cultural identity.
• Volunteer Program: Launch the My City Volunteer Program to provide event and transportation support, fostering community involvement.
• My City Champion Program: Develop the My City Champion Program to educate and empower advocates who promote Jackson’s tourism industry.
• Communicate Value: Communicate the value of tourism to the community, including the economic development and public service that tourism can provide.
3. Foundational Community and Advocacy Initiatives
To ensure long-term success, Visit Jackson employs key advocacy initiatives to build trust, engagement, and support for tourism:
Community Engagement Programs: Increase opportunities for direct engagement by hosting events, workshops, and listening sessions with residents and businesses.
• Advocacy Partnerships: Partner with local leaders and community organizations to promote tourism initiatives and share success stories.
• Stakeholder Training & Education: Offer training sessions to help local businesses understand their role in delivering positive visitor experiences.
• Collaborative Projects: Support communitybased projects, including public art, neighborhood tours, and cultural events that showcase Jackson’s heritage.
• Advocacy Through Media: Amplify positive stories and testimonials from local stakeholders through targeted media platforms to promote the value of tourism.
• Sustainable Tourism: Managing tourism responsibly to minimize negative impact on the environment and local communities.
• Community Revitalization: Promoting tourism to revitalize neglected areas and encouraging investments in new businesses and attractions.
Why Community Advocacy Matters
A thriving tourism economy relies on active community support. Visit Jackson is committed to developing local advocates who:
• Inspire civic pride by promoting the city's unique attributes.
• Deliver a unified message about Jackson’s tourism and economic potential.
• Collaborate to enhance the visitor experience through community engagement and partnerships.
• Mobilize the community to support causes or policies, raise awareness, and assess community involvement in promoting tourism.
• Find funding and support from various sources.
• Spotlight local community artisans.
Visit Jackson is empowering local leaders, residents, and organizations to champion their city and help build its success as a premier destination.
TOURISM PARTNERSHIPS: EXPANDING REGIONAL IMPACT
Jackson offers unique venues for large meetings, conventions, and events. However, the city currently lacks sufficient hotel inventory to accommodate major events on its own. Visit Jackson’s sales team works to drive business to these venues while also collaborating with regional partners to support visitor overflow. Strengthening these partnerships will increase marketability, enhance collaboration, and boost economic viability for the entire metro area.
GOAL:
To strengthen local and regional collaboration by partnering with stakeholders across central Mississippi, positioning Jackson and surrounding communities as a united, marketable destination for major events, tourism, and economic growth.
KEY TACTICS: 1. Strengthen Collaboration
• Visit Jackson Partnership Program: Launch a program to extend sales and marketing efforts to include venues, attractions, and hotels across central Mississippi.
• CATA: Collaborate on joint marketing strategies with CATA to promote the entire metro area and grow the association by inviting participation from additional communities.
• Co-Market: Work with local businesses, influencers, bloggers, and community groups to co-market tourism efforts. Form strategic alliances with hotels, airlines, transportation companies, local attractions, and restaurants to create packaged deals that incentivize visitors to stay longer or spend more.
• Referral Program: Create a referral program where businesses in the area can benefit from referring potential visitors.
Why Partnerships Matter
By establishing and nurturing partnerships, Visit Jackson is enhancing collaboration, boosting economic growth, and improving the marketability of the metro area for major events and tourism.
Through these efforts, Visit Jackson ensures that the capital city and its partner communities remain competitive and wellpositioned to attract major events and sports competitions that create lasting economic benefits.
• Airport Partnership: Collaboration strategies with local airport to promote Jackson to arriving passengers through on-site promotions, information displays, and marketing initiatives with dedicated areas within the terminals where tourists can access brochures, maps, and local information.
2. Enhance Infrastructure for Large Events
• Transportation Partnerships: Explore annual partnerships with transportation providers to reduce travel costs for large groups attending events in the region.
• Future Regional Sports Commission: Develop strategies to establish a regional sports commission to attract and support large-scale sporting events.
3. Policy Advocacy
• Support Legislation: Collaborate with Mississippi Tourism Association (MTA), Mississippi Destination Marketing Organization Association (MDMOA), and United States Travel Association (USTA) to advocate for legislation that strengthens inbound tourism to the region.
4. Success Stories and Case Studies
• Highlight Success: Showcase key events that have demonstrated the effectiveness of regional partnerships.
5. Data and Technology Collaboration
• Event Data Sharing : Partner with regional venues to develop data-sharing protocols that improve coordination and event planning, ensuring seamless visitor experiences.
6. Sustainability Initiatives
• Eco-Friendly Partnerships: Explore green initiatives, such as partnering with transportation providers to offer eco-friendly travel options or promoting waste-reduction practices at major events.
7. Educational and Training Partnerships
• Hospitality Training Programs: Collaborate with local colleges and universities to develop training programs that prepare students for careers in hospitality, event management, and tourism. By equipping students with handson experience in event planning and tourism operations, Visit Jackson strengthens the future workforce.
TOURISM DEVELOPMENT: ENHANCING JACKSON’S TOURISM ECONOMY
A Vision for Growth and Sustainability
Visit Jackson has collaborated with a nationally recognized agency to create a destination masterplan (the Plan) to guide the city’s long-term growth and sustainability. The Plan is a 10-year strategic blueprint that aligns tourism, hospitality, and event industries with economic development goals. This plan reflects collaboration with public and private partners to position Jackson as a competitive, thriving destination for tourism and investment. Its purpose is to increase visitor spending, enhance community well-being and attract outside investment and talent while keeping those benefits within Jackson. The Plan will help strengthen partnerships with regional stakeholders as outlined in the Tourism Partnerships section.
GOAL:
To develop and enhance Jackson’s tourism economy through a combination of long-term strategic planning, including the destination master plan, and support for communitydriven projects such as local festivals and events that enrich the city’s cultural and economic landscape.
KEY TACTICS:
Visit Jackson is committed to ensuring the successful implementation of the Destination Master Plan by focusing on the following actions:
• Plan Unveiling: Unveil the completed Destination Master Plan to the public in spring 2025, sharing key findings and recommendations.
• Strategic Alignment: Use the plan as a foundation to develop Visit Jackson’s new five-year organizational strategic plan, setting priorities and initiatives for sustained growth.
• Stakeholder Engagement: Collaborate with community stakeholders, public officials, and business leaders to secure support for priority projects and investments.
• Implementation Framework: Develop a phased approach to implement the plan's recommendations, ensuring progress is monitored and adjusted as needed.
• Community and Industry Input: Host followup engagements to gather input and feedback on ongoing projects, ensuring alignment with evolving needs and opportunities.
• Provide Local Tours: Assist with local tours to encourage tourists to spend more time in the area.
Support for Festivals, Events, and Local Projects
In addition to long-term planning, Visit Jackson plays a crucial role in developing and promoting local projects that celebrate Jackson’s unique culture and history. This includes:
• Collaborating with Local Partners: Providing support and resources to help organize and enhance festivals, events and community projects that attract visitors and build local pride.
• Promoting Jackson’s Vibrancy: Leveraging events and festivals to showcase the city’s attractions, restaurants and neighborhoods, increasing both tourism and resident engagement.
• Driving Economic Impact: Ensuring that these events contribute meaningfully to Jackson’s economy by creating opportunities for local businesses, talent and organizations.
Why Tourism Development Matters
By balancing long-term strategic planning with direct support for community events and projects, Visit Jackson is committed to building a vibrant, sustainable tourism economy that benefits both residents and businesses.
DESTINATION DEMAND: DRIVING ECONOMIC IMPACT THROUGH SALES &
MARKETING
GOAL:
To cause major economic impact for the city of Jackson through strategic sales and marketing efforts that increase hotel demand and overall visitation.
Visit Jackson’s legislated mission is to attract conventions and tourists to Jackson, Mississippi. Destination demand remains the organization’s core function and is supported across all departments. FY2025 priorities continue to focus on measurable, data-informed objectives that guide our approach and maximize our impact.
FY2025 Data-Driven Goals:
1. Stabilize and grow hotel demand to meet or exceed 2.26 million room nights. Hotel demand grew slightly in FY 2024 (2.2 million), signaling a potential rebound and a strong foundation for continued growth.
(Note, values are based on Smith Travel Research (STR) and Metropolitan Statistical Area (MSA) lodging data. MSA data was used instead of Jackson Statistical data to capture a holistic view of tourism impact.)
2. Maintain growth in long-distance visitation, targeting 40% of visitors from 250+ miles away.
FY2024 surpassed the 40% milestone (41.6%), indicating an opportunity to expand beyond regional markets.
3. Sustain strong repeat visitation, with a target of 44%
FY2024 surpassed the 44% goal with an astounding 67.5% in repeat visitation. Visit Jackson aims to maintain momentum and reinforce brand loyalty.
4. Maintain a website exposure-to-visit ratio of at least 3.5%.
With FY2024’s performance far exceeding the benchmark, at 8.9%, the metric now reflects a new standard of marketing effectiveness.
5. Improve social media engagement to 5%.
Despite a dip in FY2024 (3%), a strong monthly performance signals the opportunity to recover and strengthen audience engagement.
These goals reflect a holistic strategy to strengthen Jackson’s visitor economy and drive revenue through focused demand generation.
Context:
The Tourism Recovery Fund, established by the Mississippi State Legislature, continues to provide critical resources that allow Visit Jackson to invest in new markets, elevate brand visibility, and produce fresh marketing assets.
This funding opens opportunities to engage audiences less influenced by local challenges and to shift perceptions by introducing positive, untold stories of Jackson’s people and places.
Recent assessments show Jackson’s challenges are less about correcting a negative narrative and more about filling an absence of positive tourism stories. Through strategic media engagement and targeted messaging, Visit Jackson will focus FY2025 recovery investments on both new audiences and loyal repeat visitors.
Marketing Tactics:
• Expand multimedia campaign launched in FY2024 to reach broader, more diverse markets and demographics.
• Continue strategic partnership with a public relations firm to amplify tourism storytelling and media presence.
• Continue the attractions campaign with expanded reach, guided by performance data.
• Increase visibility and engagement with the Metro JXN Passport program.
• Publish the JXN Cookbook in partnership with University Press.
• Support the continued development of the JXN Food & Wine event through strategic marketing and guidance.
• Execute the Crisis Communications Plan to proactively manage national media narratives.
• Establish a local public relations team composed of nonprofit and corporate partners to support community engagement.
• Develop target marketing assets to support group business.
• Continue production of “Soul Sessions” podcast to elevate local voices and stories.
• Deploy updated social media strategies to drive engagement and grow audience reach.
• Expand website content to highlight the people and places that make Jackson unique.
Sales & Services Tactics:
• Visit Jackson will continue to strengthen its group sales and visitor experience strategy to drive demand, grow economic impact, and reinforce the city's competitiveness, despite limitations in lodging infrastructure and flat resource levels.
• Partner with hotel teams to encourage and amplify positive guest reviews, improving the destination’s online reputation and traveler confidence.
• Continue incentive programs that empower hotel sales teams to secure large-scale meetings, conventions, and special events.
• Maintain FIT rate partnerships with boutique hotels and B&Bs to increase Jackson’s visibility among international travelers.
• Re-engage legacy group clients with refreshed incentives and exclusive promotions to drive room block pickup and repeat bookings.
• Work closely with area hotels to identify soft periods and offer strategic incentives to meeting planners booking during those windows.
• Provide strategic incentives to planners booking events at the Jackson Convention Complex, helping offset limitations in the destination’s hotel inventory.
• Collaborate with local attractions and partners to create visitor packages that encourage pre and post-event stays.
• Work with the Marketing and Services departments to enhance complimentary services and elevate the destination’s value proposition.
• Co-develop compelling itineraries and visitor experiences with the marketing team, featuring cultural tours, local breweries, culinary offerings and signature events that appeal to group and international travelers.
• Elevate the guest experience through destination storytelling integrated into hotel messaging and event services.
• Facilitate professional development for hotel and tourism partners to strengthen local capacity and align with high-performance hospitality standards.
• Maintain a restaurant discount program tailored to group attendees to drive economic activity across Jackson’s culinary scene.
• Leverage findings from the FY2023 sports evaluation consultant to grow sports tourism and attract high-impact athletic events.
• Advance progress toward a Jackson Sports Commission by working with corporate partners to support bid fees and long-term venue strategy.
• Deliver high-touch technical support and customer service to meeting and event planners, ensuring successful execution and encouraging repeat business.
• Utilize targeted email marketing campaigns to re-engage past groups and promote Jackson’s evolving offerings.
OPERATIONAL EXCELLENCE: ALIGNING INTERNAL FUNCTIONS TO SUPPORT STRATEGIC GROWTH
Visit Jackson is committed to operational excellence, ensuring that infrastructure, technology and resource planning are aligned with our strategic initiatives. Operations, human resources, finance and technology provide the critical foundation for executing the strategic pillars.
Operational priorities are tied to the organization’s budget to ensure that resources are allocated efficiently for both internal needs (e.g., technology, staff development, and risk management) and external initiatives (e.g., marketing, partnerships, and events). Ongoing financial oversight and performance tracking will guide resource allocation adjustments throughout the fiscal year to support these efforts.
Operations
• Oversee the development, implementation, and tracking of the Destination Master Plan and the five-year Strategic Plan, including contracting with a consultant to support the strategic planning process during FY2025.
• Align operational priorities with budget and resource planning.
• Track organizational performance through cross-department metrics.
• Improve internal workflows for training, partner engagement, and risk management.
• Support organization-wide data accuracy through improved governance processes.
Human Resources
• Recruitment & Retention: Implement strategies to attract and retain talent through competitive benefits and DEI initiatives.
• Training & Development: Provide professional development aligned with strategic priorities.
• Performance Management: Implement feedback and performance review systems to drive accountability.
• Employee Engagement: Organize team-building activities and cross-department collaboration opportunities.
• Compliance: Update policies and provide training on safety, compliance, and risk management.
Finance
• Budget Planning: Develop budgets aligned with strategic goals.
• Financial Reporting: Provide timely, accurate financial data to support decisions.
• Internal Controls: Strengthen controls to mitigate risks and ensure compliance.
• Grant Management: Track and manage ARPA funds and other grants.
• Forecasting: Use financial forecasting to adjust resources based on evolving priorities.
Technology
• Upgrade Systems: Improve outdated infrastructure to enhance efficiency.
• Develop Data Frameworks: Enable data integration for reporting across marketing, sales, and operations.
• Data Research & Integrity: Expand research capabilities and implement standards to ensure data accuracy, consistency, and usability across platforms.
• Cybersecurity: Strengthen data security and compliance with privacy regulations.
• System Integration: Integrate key platforms for automation.
• IT Support: Provide system maintenance, updates, and training.
• Collaboration Tools: Implement project management and communication tools to enhance teamwork and productivity.
BUDGET
Resource allocation in the budget is directly informed by Visit Jackson’s operational needs. Investments in infrastructure, technology, human capital, and financial oversight are designed to ensure the organization operates efficiently and effectively in executing its strategic pillars. This includes funding for technology upgrades, data management improvements, staff training programs and internal controls to minimize risks and enhance decision-making.
$6,906,206 (Transfer from the Reserve $350k)
$3,000,000
$1,000,000 $0 $0 $500,000 $500,000
$1,500,000 $1,000,000
$2,500,000 $2,000,000
$2,000,000 $1,500,000
$3,000,000 $2,500,000
$5,925,040 (Transfer from the Reserve $200k)
Q1 (OCT-DEC)
• Capital City Lights
• Connect Faith
• Destinations International Advocacy Summit
• Destinations International Business Operations Summit
• Destinations International Social Inclusion Summit
• Mississippi Economic Council Hobnob
• Mississippi Municipal League Mid-Winter Conference
• Mississippi Society of Association Executives Annual Conference
• Mississippi Tourism Association Governor’s Conference on Tourism
• National Coalition of Black Meeting Professionals Tradeshow
• Southern Public Relations Federation Annual Conference
• Sports ETA Summit
• Travel South USA International
Q2 (JAN-MAR)
• American Bus Association
• Board Leadership for Destinations Symposium
• Destinations International CEO Summit
• Destinations International Marketing & Communications Summit
• Event Service Professional Association Annual Conference
• Global Leaders Forum
• IMM Travel Media North America
• JXN Food & Wine Festival
• Mississippi State Legislative Welcome Activities
• Professional Conference Management Association Annual Sales & Services Conference
• Travel South Global Week – Summit & Media Marketplace
• U.S. Travel Domestic Showcase
ACTIVITIES
ACTIVITIES CALENDAR
Q3 (APR-JUNE)
• National Travel & Tourism Week
• Chicago Blues Festival
• Destinations International Convention Sales & Services Summit
• EA Ignite
• JXN Restaurant Week
• JXN 601 Day
• Meeting Professionals International World Education Conference
• Mississippi Makers Fest
• Mississippi Pickle Festival
• Mississippi Tourism Association Spring Tourism Summit
• National Travel & Tourism Week
• PRSA Travel & Tourism Summit
• Society of Government Meeting Planners
• Sports Events & Tourism Association
• Tourism Academy
• Travel South USA Global Week
• U.S. Travel Destination Capitol Hill
• Visit Jackson Hometown Hero/Summitt Awards
• Visit Jackson Tourism Industry Outlook
Q4 (JULY-SEPT)
• Alabama Motorcoach Association Regional
• American Society of Association Executives Conference
• Connect Associations
• Connect Sports Marketplace
• Connect Tours
• Destinations International Annual Convention
• Destinations International Visitor Services Summit
• IPW Powered by U.S. Travel Association
• Society of Human Resource Management of Mississippi Conference
• SWAC Media Day
• U.S. Travel ESTO