2022 Operational Plan

OPERATIONAL 2022

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TABLE OF CONTENTS

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1 MESSAGE FROM THE PRESIDENT 3 HISTORICAL OVERVIEW 3 MISSION & GOALS 6 BOARD & STAFF 9 SITUATION ANALYSIS & FORECAST 17 STRATEGIC PILLARS 19 EDUCATION 21 ADVOCACY/COMMUNITY AWARENESS & INVOLVEMENT 23 TOURISM PARTNERSHIPS/ COOPERATIVE INITIATIVES 25 TOURISM DEVELOPMENT 27 DESTINATION DEMAND 35 CALENDAR OF EVENTS 37 BUDGET 3

2022 Operational Plan

Message from the President & CEO “Victory is always possible for the person who refuses to stop fighting.”

-Napoleon Hill Greetings from Visit Jackson, your capital city’s DMAP accredited with distinction Official Destination Leadership Organization.

Fiscal year 2021 continued to be one of the most challenging for Jacksonians and the global tourism and hospitality communities. The impact of the Coronavirus global pandemic has been indelible, with the tourism economy suffering critically.

Jackson and Hinds County tourism is a crucial component of our state’s economy and workforce, contributing and representing nearly 17% of those mentioned above.

The support of our Mississippi legislative leadership provided a lifeline to the Mississippi tourism industry, providing service to those visiting our state and augmenting our tax base through economic impact and vitality.

Now that we have vaccines available, recovery is achievable. As economic development leaders, our responsibility is to utilize our influence to encourage tourism stakeholders to take advantage of these medical resources. We cannot afford to turn back the hands of time.

Visit Jackson is dedicated to contributing to the recovery of the community and the tourism industry during the upcoming fiscal year. In the past year, we have executed several research projects that have yielded robust results for the capital region. Moving forward, you will see a comprehensive strategy developed from a data and researchdriven framework. Together with industry partners and political stakeholders, the execution of these plans will further propel Jackson as a formidable and respected tourism destination.

Visit Jackson and its industry partners pledge to execute these plans utilizing medical and safety best practices to protect our workforce, citizens, and visitor population from future public health challenges.

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I want to take this opportunity to extend heartfelt gratitude to the Jackson visitor industry partners, our VIPs, for embracing collective ambition and unwavering dedication, endurance, support and commitment to not only survive during these unprecedented times but to thrive.

I would also like to thank the Visit Jackson Board of Directors for their leadership, confidence, and support over the past year. Again, thank you to our state leadership for their vision and leadership.

Jackson, Mississippi is the CITY WITH SOUL. We call ourselves that because of our resilient, warm, innovative, authentic and generous people. If we work together, we cannot fail!

Victory and opportunity await us!

Together we will achieve success because we have each other and HOPE!

Rickey L. Thigpen Rickey L. Thigpen, PhD President & CEO Visit Jackson

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2022 Operational Plan

About Jackson Convention & Visitors Bureau dba Visit Jackson In 1983, the state legislature established the Jackson Convention & Visitors Bureau now doing business as Visit Jackson. Senate Bill #3080 authorized the creation of Visit Jackson, identified its purpose, and provided for funding through the levying of a 1% sales tax upon hotels/motels and restaurants. These funds form the foundation on which Visit Jackson promotes Jackson as a tourist, group tour, trade show, and convention/meeting destination.

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 quasiindependent governmental agency created by the Mississippi State Legislature.

Visit Jackson was awarded accreditation from the Destination Marketing Accreditation Program (DMAP) - first in 2012 and renewed in 2021 with distinction - and was the first accredited DMO in the state of Mississippi. DMAP is an international accreditation program developed by Washington, DC-based Destinations International which is the world’s largest resource for official destination organizations, convention and visitors bureaus (CVBs) and tourism boards.

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, resulting in rich, cultural, and memorable experiences with a rewarding senseof-place for visitors and an economically beneficial and an enhanced quality-of-life for residents.

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Goal The overall goal of Visit Jackson is to cause 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.

Vision 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 Integrity

Collaboration

We are fair, honest and transparent, inspiring trust in others.

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 Inclusion Statement 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.

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OUR

2022 Operational Plan

Carol J. Burger Business Community, Chair

BOARD

FY 2021-22 Board of Directors

Marc Arancibia

Blake Brennan

Mike Burton

OVG Facilities/ JXN Convention Complex

Restaurant Community

Hotel Community

Monique Davis

Lewis Formby

Susan Garrard

Education

Hotel Community

Attractions Community

Pamela Junior

John Miller

Enrika Williams

Arts

At-Large

Restaurant Community

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Rickey Thigpen, PhD President & CEO RThigpen@visitjackson.com

STAFF

2022 Operational Plan

Jennifer Chance, CPA

Shun Hatten

Jonathan Pettus

VP of Finance/Operations

VP of Convention Sales & Services

VP of Marketing

JChance@visitjackson.com

JPettus@visitjackson.com

SHatten@visitjackson.com

Jennifer Byrd

Yolanda Clay-Moore Amy Dillard

Convention Sales Manager

Director of Communications

JByrd@visitjackson.com

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YCMoore@visitjackson.com

Administrative Manager ADillard@visitjackson.com

Michael Hogg

Kim Lewis

Christine McInnis

Director of Data & Technical Services

Destination Development Manager

Services Director

MHogg@visitjackson.com

KLewis@visitjackson.com

Reshonda Perryman

Sherri Ratliff

Shana Smith

Creative Design Manager

Tourism & Convention Sales Manager

Sales Coordinator

RPerryman@visitjackson.com

CMcInnis@visitjackson.com

SSmith@visitjackson.com

SRatliff@visitjackson.com

Laura Vogelsang

Floyd Williams

Paul Wolf

Executive Support Specialist

Director of Sports Activities & Administration

Content Marketing Manager

LVogelsang@visitjackson.com

FWilliams@visitjackson.com

PWolf@visitjackson.com

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SITUATION ANALYSIS & FORECAST 2022 Operational Plan

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The current environmental and external factors have driven Visit Jackson to examine every aspect of its existence, including sales, marketing, and administrative components. The value of Destination Marketing Organizations (DMOs) has been challenged during these times. This challenge has afforded Visit Jackson the opportunity to reposition itself as a Destination Leadership Organization (DLO), supporting and providing resources to aspects of the destination not traditionally impacted. This repositioning is an opportunity resulting in viability and sustainability. This expansion of the role of the DLO provides exposure to stakeholders that may not have known what “tourism people” do but now find value in the industry and its destination marketing functionality.

These opportunities and exposure to these new stakeholders further diversify the sales reach and opportunities for Visit Jackson, ultimately identifying and attracting new business opportunities for Mississippi’s Capital City.

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2022 Operational Plan

Data-Driven Activity Longwoods International is Visit Jackson’s research partner providing resident sentiment research for the Jackson community and annual domestic visitor volume, profile, and travel insights through Travel USA@, the largest and longest ongoing national study of American domestic travel.

These insights provided by Longwoods inform the development of tourism programs and marketing initiatives to grow tourism in the city of Jackson.

Established in 1981, Oxford Economics is one of the world’s leading providers of economic analysis, forecasts, and consulting advice. Tourism Economics is an Oxford Economics subsidiary with vast experience in providing actionable and credible analysis of tourism. Tourism Economics works with national and local tourism offices throughout North America, Europe, Asia, the Middle East, Africa, and some of the largest tourism service companies in the world. Hundreds of destinations and companies have trusted our staff to help them make better marketing, investment, and policy decisions based on credible, fact-based, quantitative analysis.

This past year Visit Jackson has partnered with Tourism Economics on SYMPHONY, their customizable business intelligence platform designed to help DLOs quiet the noise of complex data, compose crystal clear intelligence, and amplify the importance of destination sales and marketing to stakeholders.

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Data Integration Through partnerships with Tourism Economics and Longwoods International, Visit Jackson has built a research program that sits as the foundation for marketing and program development, becoming a more data-driven organization.

The capabilities of these research partners enable Visit Jackson to have insights unique to the city of Jackson and place those into the context of the broader travel market, helping Visit Jackson build fully informed programs that competitively position the destination in the broader travel market.

The Forecast For the first time in more than a year, we were feeling some hope, or at least cautious optimism that the pandemic could recede to the background.

However, public health experts want us to know that there is still a concern that new mutations of the virus could bring it back, and it might be even stronger. A major concern right now is Delta, a highly contagious SARSCoV-2 virus strain, which was first identified in India in December. It then swept rapidly through that country and Great Britain as well. The first Delta case in the United States was diagnosed in March and it is now the dominant strain in the U.S.

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2022 Operational Plan

According to the latest Longwoods International tracking study of American travelers, a quarter are postponing travel because of the recent increased spread of the Delta variant of COVID-19.

With coronavirus case numbers, hospitalizations, and deaths on the rise again, support among travelers for opening their communities to visitors also has dropped from a peak of 67% in early June to 57% today. And confidence in the safety of eating in local restaurants and shopping in local retail locations has suffered a similar decline, from three-fourths to only two-thirds of travelers.

“We may be approaching a new pandemic tipping point, in the battle between the more transmissible Delta variant and the power of vaccinations to prevent or at least lessen the impact of infections,” said Amir Eylon, President and CEO of Longwoods International.

“Hopefully, awareness of the potentially severe impact of this new variant will motivate unvaccinated Americans to protect themselves, their families and their communities by taking the shot.”

With a decline in confidence in welcoming visitors into communities, we also see travelers express dedicated support for requiring vaccinations for inbound international travelers arriving in the U.S. More than half would require vaccinations for all international travelers to the U.S. and another 14% would make that a requirement for visitors arriving from “high-risk” countries.

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Meteorologist Edward Lorenz’s chaos theory, the butterfly effect is the sensitive dependence on initial conditions in which a slight change in one state of a deterministic nonlinear system can result in significant differences in a later state. In short, to protect Mississippi’s hospitality and its tourism industry, Visit Jackson encourages vaccines for Mississippians and our global stakeholders. We are one world community and all of us are interconnected.

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2022 Operational Plan

While air travel is improving, most vacations this year will be by car. According to Travel USA@, in 2020, most overnight visitors came from in-state and nearby markets, with of overnight travel to Jackson from within the state, and another came from border states. With more than 18 million people residing within a 300mile radius and the majority of visitation originating from drive markets, Jackson is in an excellent position to capitalize on the increased demand from drive markets, and recent growth in traffic to the Visit Jackson website is a strong indicator of intent to visit.

And travelers are doing more than just thinking of visiting.

The overnight visitor to Jackson trended younger in 2020, with a nearly 12-point increase in those 18-24. Nationally younger travelers often went to new destinations. The emergence of a younger traveler to Jackson provides an opportunity for the city to continue to foster this segment and create repeat visitors.

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In addition to growing a younger travel segment, Jackson retained a large family travel segment last year, which has high spending potentials and larger travel party sizes.

Recently, hotels in Jackson have seen demand exceed 2019 levels. As a comparison, the latest U.S. hotel forecast from STR and Tourism Economics is projecting it will take until 2023 before hotel demand in the U.S. has recovered wholly relative to 2019 levels.

Visit Jackson will continue working with Longwoods International, Tourism Economics, and other research partners to enhance efforts further, to understand our visitors and where we’ve been, where we are, and finally - where we’re going.

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AS A RESULT OF THE DATA INDICATORS SUPPORTED BY ITS 5-YEAR STRATEGIC PLAN, VISIT JACKSON HAS IDENTIFIED THE FOLLOWING STRATEGIC PILLARS FOR FISCAL YEAR 2021-2022.

2022 Operational Plan

During Fiscal Year 2019 Visit Jackson engaged Tourism Skills Groupo to conduct a comprehensive 5-Year Strategic Planning Process. As a result of that process the following Strategic Pillars are inclusive of Visit Jackson’s 5-Year Strategic Plan for Fiscal Year 2021-2022.

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STRATEGIC PILLARS EDUCATION

Educate stakeholders regarding the purpose of a DMO/DLO

ADVOCACY/COMMUNITY AWARENESS & INVOLVEMENT Build proponents of the Visit Jackson Community

TOURISM PARTNERSHIPS Travel Industry Partnerships & Cooperative Initiatives

TOURISM DEVELOPMENT Create additional strategies to increase/ develop/encourage tourism for the destination

DESTINATION DEMAND Heighten Demand for the Destination

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2022 Operational Plan

EDUCATION

Educate stakeholders regarding the purpose of a DMO/DLO. The most significant Visit Jackson deficiency that was identified during the most recent Strategic Planning process was the miseducation regarding the purpose of Visit Jackson, Jackson, Mississippi’s official destination management organization.

Stakeholders, specifically, local citizens, festival/event partner organizations and political partners all noted that they thought Visit Jackson’s purpose was to provide funding for events and events. In reality, Visit Jackson is one of the few DMOs in the nation that provided event grants.

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GOALS •

•

Create opportunities to share programming and specific strategies with stakeholders, thereby educating them regarding the return-on-investment focus of Visit Jackson; Provide opportunities to identify external and appropriate funding resources and partnerships to and for quailed events and activities for the Capital Region;

TACTICS •

•

•

•

Conduct periodic industry meetings to stakeholders including, but not limited to monthly hotel Director of Sales meetings, annual hotel General Manager meetings, and annual Visit Jackson marketing plan & annual report presentations.

Produce FAM tours for Visit Jackson board members, City Council members, and Hinds County Legislative Delegates.

Execute a comprehensive orientation session for new city and county elected officials Implement educational sessions during the My City 2022 Conference

It is the goal during the upcoming year to begin strategically educating our partners with information regarding the objectives of a DMO and how they can partner with Visit Jackson to enhance the marketing and promotion of annual events and activities, thereby impacting the quality of life for citizens and the economic vitality of the region.

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2022 Operational Plan

ADVOCACY/ COMMUNITY AWARENESS & INVOLVEMENT

Build proponents of the Visit Jackson Community The value of collective ambition has been amplified during the past year.

Sharing of resources and supporting each other’s missions and goals has begun to yield results for the Capital Area Region. During the upcoming year, Visit Jackson will continue to cultivate intentional partnerships, including non-traditional alliances that build value for the DLO and its stakeholders, positioning the

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destination as a more formidable market competitor.

Dedicated resources with strategic goals have been identified to strengthen the destination and its growth potential. During Fiscal Year 2022, purposeful strategies will be executed to solidify Visit Jackson as a collaboration clearinghouse fortifying its designation as a Destination Leadership Organization.

GOALS •

•

•

Engage 10 community organizations within the Capital Area to build alliances and share resources; Position Visit Jackson as a valuable resource regarding destination management and leadership; Enhance the awareness and appreciative position of tourism as a viable and valuable influence for Jackson by activating strong grassroots and traditional networking strategies;

•

•

Strengthen the relationships with municipal, state, and federal electorate illustrating the significance of tourism and impact of collective ambition among community partners; Engage the education communities within the destination to establish a knowledgebase associated with the value of tourism including economic vitality and workforce initiatives

TACTICS • • • • • •

Launch an Ambassador Academy Program for locals Monthly pitch campaigns targeting local media outlets Execute annual Hometown Hero program Develop and Activate Speaker’s Bureau Produce Tourism Job Fair in 2022 Create Jackson Public School Student Engagement Program

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2022 Operational Plan

TOURISM PARTNERSHIPS Travel Industry Partnerships & Cooperative Initiatives Jackson, Mississippi is the capital city of the state of Mississippi. Its geographical location is unique because it’s in the center of the state and the center of the Capital Region.

During the upcoming year, Visit Jackson will execute programming resulting in the strengthening of its alliance with the Capital Area Tourism Association (CATA) positioning the Capital Region as a destination city. The ability to host conventions, meetings, and events in the capital city utilizing larger meeting and event space is fortified by the availability to encompass brand lodging, dining, and shopping partnerships with its surrounding bedroom communities.

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GOALS •

• •

•

•

Continue to establish opportunities associated with CATA and other regional tourism efforts including sales and marketability; Develop and submit a membership platform; Consider establishing marketing opportunities and resource expansion to the Visit Jackson Board of Directors; Establish creative and innovative collaborations resulting in industry coalitions with positive image and demand solutions.

Explore and create collaborations outside of the traditional tourism industry with the propensity to strengthen the destination holistically;

TACTICS • • • •

• •

Continue to work with the Mississippi Destination Marketing Organization on lobbying efforts Implement partnership collaboration strategies during the My City Conference Develop strategies for future implementation of a Jackson Sports Commission Continue on-going partnerships with community organizations that focus on the marginalized groups including, but not limited to Human Rights Campaign of Mississippi, Homelessness Organizations, and local Diversity, Equity, and Inclusion groups.

Implement new attraction and event advertising program Strategically partner with established venues and facilities to enhance partnerships and increase brand awareness. Included in this tactic would be ongoing partnerships with Veterans Memorial Stadium, Smith Wills Stadium, the Jackson Convention Complex, Mississippi Fairgrounds Complex, and many more.

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Create additional strategies to increase/ develop/encourage tourism for the destination The COVID-19 Pandemic has amplified Jackson as an outdoor and leisure destination. During the past year, Visit Jackson shifted its marketing strategy to include leisure as a primary vertical market.

Visit Jackson is committed to tourism development that creates a positive experience for locals, businesses, and tourists themselves. During Fiscal Year 2022 we will implement comprehensive programs focused on improving the quality of life for local residents without compromising the future well-being of our citizens and our environment. Visit Jackson is committed to becoming a leader in the area of sustainable tourism development.

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TOURISM DEVELOPMENT

2022 Operational Plan

GOALS •

•

•

Work with electorate to identify federal, state, and corporate funding to positively impact the Jackson tourism assets and product and its marketability; Identify projects that have the propensity to strengthen the destination’s attractiveness and product pool; Identify projects that enhance sustainable tourism initiatives with a reduced impact and dependability on external environmental and public health factors;

TACTICS •

•

•

Support large-scale events and activities that have a propensity to create positive economic impact for the city with a strategic focus on Visit Jackson’s destination pillars Create a stakeholder infrastructure committee to improve overall visitor experience Seek federal and state funding sources for tourism development and infrastructure projects

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2022 Operational Plan

DESTINATION DEMAND Heighten Demand for the Destination The research results indicate that, because of the Global Pandemic, visitors are excited to get out and travel after being restricted for so long. However, they are more inclined to travel safely, traveling by automobile and staying closer to home, a 300-mile radius from Jackson. Visit Jackson will capitalize on the research indicators and aggressively promote Mississippi’s Capital City visitation to Mississippians and those within the Southeastern Region of the United States.

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According to Longwoods International’s research 48% of respondents in Jackson, MS indicated that overnight visitation stems from visitation to relatives and close friends. Our FY2022 strategy will include encouraging family and friends to utilize Jackson Area lodging when visiting as opposed to staying at family and friends’ residence, another safety protocol best-practice.

During the upcoming Fiscal year Visit Jackson will utilize data-driven research in a much more substantial manner to heighten the position of the destination, focusing on the following market segments: Primary Markets Sports, Association, and Leisure Secondary Market Movie and Film

FY GOALS

Occupancy Occupancy is expressed as a percentage of rooms occupied OCCUPANCY %

Increase the annual average occupancy rate to

100 90 80 70 60

64.3%

60.0% 58%

54%

50

48%

40

70%

30 20 10 0 2017

2019

2020

2021

Increase the annual average daily rate to

Increase the annual average revenue per available room to

$91

$60

Average Daily Rate

RevPAR

ADR is expressed as a percentage of room rates

RevPAR is expressed as a percentage of revenues available per room

$89

90 $81

$80

$81 $74

70

RevPAR %

ADR $

100

80

2018

100 90 80 70

60

60

50

50

40

40

30

30

20

20

10

10

0

0 2017

2018

2019

2020

2021

$52

$48

$51 $43 $35

2017

2018

2019

2020

2021

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2022 Operational Plan

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Room Nights (12-month average) Increase room nights to

48 46 44 42

36 34

2017

2018

34,641

38

34,371

40 34,963

32 30 28 26 24

21,553

75%

ROOM NIGHTS Thousands

Realize hotel lead response rate of

45,340

47,000

22 20

2019

2020

2021

30

2022 Operational Plan

Website Traffic (YoY data)

30%

WEBSITE TRAFFIC %

Increase overall visitjackson.com website sessions by over FY21.

174%

100 80 60 40 20 0 -20 -40

36%

37%

39%

23%

-60 -80 -100 2017

25%

ORGANIC SEARCH %

Organic search should reach of all visitjackson.com traffic.

100

2018

2019

2020

2021

Organic Search

90 80 70 60 50

56%

40 37%

30

33% 24%

20 10

10%

0 2017

2018

2019

2020

2021

Engagement Rate ORGANIC SEARCH %

6.5%

Average engagement rate for all City With Soul social media outlets during FY 22.

10 9 8

7.8%

7 6

5.5%

5 4

3.8%

3 2

4.1%

2.3%

1 0 2017

31

2018

2019

2020

2021

1

$

FOR EVERY SPENT ON ADVERTISING

15 GOES BACK TO

$

JACKSON’S ECONOMY

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2022 Operational Plan

TACTICS • Create and deploy programming and associated marketing strategies to position the destination as a public health friendly destination; • Investigate non-traditional sales strategies resulting in an enhanced industry business base; • Engage the business community to identify new business prospects; • Identify educational opportunities to share data utilization resulting in enhanced sales opportunities; • Engage regional influencers and travel writers to enhance Jackson’s positioning as a leisure destination • Plan advertising strategies to impact “top of mind” positioning in Jackson’s top origin markets.

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TOP ORIGIN MARKETS (in order) • Atlanta • Dallas • Memphis • New Orleans

Restaurant & Occupancy Collections FY 2011-2021

October - September Receipts 4,000,000 3,422

3,500,000 3,000,000

3,564 3,224

3,312

3,602

3,539

3,438

3,522

3,666 3,158

3,084

2,500,000

2,977

2,750

3,138

3,013

3,043

3,089

3,052

2,896

2,745

2,678

1,500,000

2,586

2,000,000

542

512

513

496

509

528

2013

2014

2015

2016

2017

2018

2019

445

567

2012

408

546

500,000

498

1,000,000

2020

2021

0 2011

Restaurant

Occupancy

TOTAL

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FY2022 ACTIVITIES October-December Destination International Sales & Services Summit

Tourism Academy Presented By Tempest

MTA Governor’s Conference on Tourism

Destination International Advocacy Summit

Sports Events & Tourism Association Tradeshow

Mississippi Society of Association Executives Fall Conference

National Coalition of Black Meeting Planners Tradeshow

Travel South International Tradeshow

Mississippi Municipal League Mid Winter Conference

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CALENDAR January-March

April-June

July-September

Professional Conference Management Association Annual Conference

Destination International Chief Marketing Officer Summit

Mississippi Municipal League Annual Conferece

Professional Conference Management Association Annual Sales & Services Conference

Alabama Bus Association Tradeshow

Mississippi Tourism Association Spring Conference

Mississippi Society of Association Executives Spring Conference

Destination International Annual Convention

Georgia, Alabama, and South Central Motorcoach Association Tradeshow

IPW Powered by US Travel Association Event Service Professionals Association Annual Conference

Southeast Tourism Society Conference

Destination International Visitor Services Summit

STS Congressional Summit

Professional Conference Management Association EduCON

Meeting Professionals International World Education Conference

United States Travel Association Annual ESTO Conference

Atlanta Food & Wine Festival

Mississippi Miss Hospitality Scholarship Pageant Visit Jackson Hometown Hero/Sumitt Awards

Mississippi State Legislative Welcome Activities

Visit Jackson Annual Marketing Plan Presentation

Religious Conference Management Association

EMERGE

Chicago Blues Festival

National Travel & Tourism Week Announcements

Misssissippi Tourism Association Governor’s Conference on Tourism

MY CITY Tourism Conference & Activities

Connect Sports Connect Diversity Connect Association

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2022 Operational Plan

Budgeted Statement of Revenues and Expense Allocation by Category For the Twelve Months Ending September 30, 2021 & For the Twelve Months Ending September 30, 2022

FY 2021

FY 2022

REVENUES TOTAL

4,641,500

3,999,000

Collections

3,295,000

3,400,000

19,500

140,000

Tourism Recovery Funds

1,011,100

--

PPP Debt Forgiveness

255,900

263,000

Transfer from Reserve

60,000

196,000

3,401,638

2,669,644

411,000

460,000

329,000

374,500

Memberships

41,500

45,500

Merchandise

53,000

57,000

Website

87,000

62,000

Printed & Digital Materials

163,500

215,000

Publicity/Influencers/FAM

349,000

376,000

Research

50,000

78,000

Sales & Marketing Staff

912,138

1,001,644

1,005,500

--

326,000

280,000

--

150,000

Attraction Support

50,000

--

Quality of Life

50,000

25,000

Event Support

226,000

105,000

ADMINISTRATIVE TOTAL

921,362

1,049,356

25,000

19,000

Rents/Leases

146,000

150,000

Fulfillment & Overhead

229,000

236,000

513,862

644,356

4,641,500

3,999,000

Partnerships & Other

SALES & MARKETING TOTAL Advertising Sales & Servicing

Tourism Recovery Funds

FUNDING TOTAL Advertising Support

Capital Outlay & Supplies

Staff Expenses & Benefits

EXPENSES TOTAL

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FY 2021 Expenditures: $3,636,278 REVENUES TOTAL: $4,581,500

40

10

Fulfillment & Overhead

Rents & Leases

Capital Outlay & Supplies

6% 236,000

4% 150,000

0% 19,000

2% 78,000

7% 280,000

Research

Funding

1% 50,000

1% 45,500

12% 460,000

25% 985,812

16% 644,357

Sales & Servicing

Advertising

Memberships

0

1% 41,500

9% 326,000

1% 25,000

4% 146,000

6% 229,000

20

11% 411,000

24% 889,302

Other Staff Expenses & Benefits

40

30 14% 514,140

30

27% 1,100,331

10

PR & Marketing

20

50 29% 1,004,337

0

100 TRANSFER FROM THE RESERVE: $60,000

90

80 70

60

50

60

70

80

90

100

FY 2022 Expenditures: $3,999,000

REVENUES TOTAL: $3,803,000 Transfer from the Reserve: $196,000

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2022 Operational Plan

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308 E. Pearl Street, Suite 301 Jackson, MS 39201 1.800.354.7695 | 601.960.1827 Fax visitjackson.com