Visit Jackson 2026 Operational Plan

OPERATIONAL PLAN 2026

TABLE OF CONTENTS

1 MESSAGE FROM THE PRESIDENT 3 ABOUT VISIT JACKSON 7 OUR TEAM 11 STRATEGIC PILLARS 13 A. EDUCATING STAKEHOLDERS 15 B. ADVOCACY 17 C. TOURISM PARTNERSHIPS 19 D. TOURISM DEVELOPMENT 21 E. DESTINATION DEMAND 25 OPERATIONAL EXCELLENCE 27 BUDGET 29 ACTIVITY CALENDAR

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2025-26 Operational Plan

FROM THE DESK OF THE PRESIDENT & CEO To Our Board, Partners, and the Jackson Community, I am honored to present Visit Jackson’s 2025–2026 Operational Plan, a guiding beacon for our work ahead. As one of only two accredited destination organizations in Mississippi, Visit Jackson continues to demonstrate industry leadership, commitment to excellence, and our unwavering devotion to elevating Jackson as a premier destination.

This Operational Plan continues to be anchored in five strategic pillars: ADVOCACY: Strategic Growth & Innovation - Continued execution of programming producing signature programs resulting in an enhanced visitor experience across the destination - Continue to execute My City programming with strategic initiatives reaching across the city.

- Ensure that stakeholders understand how tourism supports jobs, small businesses, tax revenue, and the community’s quality of life.

Tourism is a vital economic engine, and a strong legislative strategy enhances support for the industry and destination organization while protecting funding.

This strategy also guards against decisions that could negatively affect visitor experiences or economic returns.

DEVELOPMENT: Asset Assessment We aim to foster sustainable tourism growth, enhance destination assets, and align our efforts with emerging industry trends and visitor expectations.

EDUCATION: Community Engagement & Value Add Intentional outreach, collaboration, and two-way communication with residents, business owners, civic leaders, educators, and cultural institutions to ensure that stakeholders understand the mission, goals, objectives and value of Visit Jackson as the capital city’s destination organization.

PARTNERSHIPS: Community & Stakeholder Collaboration Building on inclusivity and engagement, we will deepen partnerships across civic, cultural, and business sectors to ensure our initiatives reflect Jackson’s collective vision.

DESTINATION DEMAND: Elevated Visitor Experience & Brand Storytelling From immersive experiences to enriched storytelling, our goal is to amplify Jackson’s cultural heritage, soul, and vibrancy—crafting narratives that resonate with locals and visitors alike.

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Operational Excellence & Accountability As we allocate resources judiciously and adapt to a dynamic environment, our focus includes strengthening governance, optimizing processes, and reinforcing fiscal responsibility.

Over the next year, key initiatives will include advancing the Destination Master Plan unveiled earlier this year—developed in collaboration with Hunden Partners and grounded in two years of robust engagement and analysis, and delivering our muchanticipated 2026 Operational Plan. Both projects serve as the backbone of our longterm vision, guiding us beyond the horizon.

We embark on this journey confident in the transformative impact we can achieve— together. Guided by data, driven by shared ambition, and committed to excellence, Visit Jackson will continue to shine as a model for destination stewardship.

Thank you for your partnership, your passion, and your belief in Jackson’s potential.

"The best way to predict the future is to create it."

- Abraham Lincoln

Rickey L.Thigpen

Rickey L. Thigpen, PhD President & CEO Visit Jackson

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2025-26 Operational Plan

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.

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Goal 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.

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 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.

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2025-26 Operational Plan

OUR TEAM

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BOARD FY 2025-26 Board of Directors

Carol J. Burger Business Community, Chair

Glenda Barner

Monique Davis, CPA

Susan Garrard

Restaurant Community

Education

Attractions Community

Name

Name

Mende Malouf

Hotel Community

Arts Community

Hotel Community

Cherre Miller

John Miller

Enrika Williams

Convention Complex

At-Large

Restaurant Community

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2024-25 Operational Plan

STAFF

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Rickey L. Thigpen, PhD President and CEO

Jonathan Pettus Vice President and Chief Marketing Officer

Christine Blackmon Chief Experience Officer

Jennifer Chance, CPA, CDME

Amber Campbell Services Specialist​

Yolanda Clay-Moore, E.B.M.S. Amy Dillard Director of External Affairs, Administrative Manager​ Partnerships & Alliances

Chief Operating Officer

Shun Hatten Chief Sales Officer

Laura Compere, PDM Chief of Staff

Allyson Durr Creative Design Specialist

Kim Lewis Destination Development Manager

Sherri Ratliff, CMP Senior Business Development Manager

Shana Smith Business Development Manager​

Tiffany Lawson Manager of IT & Business Intelligence

Shanda Brown Business Development Specialist

Floyd Williams, Jr., CMP

Paul Wolf Director of Destination Storytelling

Director of Sports Marketing & Administration

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2025-26 Operational Plan

FY 2026 - SITUATION ANALYSIS As we approach 2026, we take this opportunity to reflect on the current state of Jackson’s tourism industry and present a situational analysis that will inform our strategic planning, investments, and partnerships in the year ahead. Despite facing challenges in recent years, Jackson continues to demonstrate resilience, growth potential, and cultural richness that uniquely position the city as a top destination in the Southeast.

Current Industry Landscape In 2024, tourism generated approximately $1.3 billion in visitor spending within Jackson, supporting over 11,000 jobs and producing more than $30 million in local tax revenue.

While we experienced a nearly 6% decrease in overall tourism revenue in FY 2023—largely attributed to ongoing infrastructure issues—the broader Mississippi tourism sector saw historic growth, with $17.5 billion in total economic impact statewide.

Jackson’s hospitality economy continues to benefit from meetings and events, which brought in $155 million in total output and $90 million in direct spending last year alone.

These numbers underscore the city’s importance as a cultural and commercial hub.

Strengths and Opportunities Jackson continues to receive national recognition, having been named Destination Marketing Organization of the Year ($3M and above budget category) for four consecutive years by the Mississippi Tourism Association, and again in 2025. Our city's powerful identity as the City With Soul is rooted in its extraordinary cultural and artistic assets, from the Mississippi Civil Rights Museum to a vibrant culinary, music, and arts scene that consistently draws local and national interest.

Furthermore, Jackson successfully hosted major events such as the 2024 USA Track & Field Southern Regional, the 2024 Southeast Tourism Society’s Annual Meeting, and was selected to host the 2025 Destinations International summit, further proof of our marketability, logistical capability, and community engagement.

Challenges and Realities We remain aware of the significant challenges facing our city. The Jackson water crisis and related infrastructure issues have impacted tourism perception and logistics. Additionally, despite recent decreases, concerns over public safety and negative media attention continue to shape our national image. While these issues are real, they are being addressed through sustained city investment and strategic communications.

The inauguration of Mayor John Horhn and the arrival of his administration have ushered in a renewed sense of confidence in Mississippi’s capital city. With over three decades of experience as a state senator—including his role as co-chair of the

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Senate Tourism Committee—and as a former Mississippi Director of Tourism, Mayor Horhn brings a deep understanding of the tourism industry’s economic and cultural impact. His leadership is expected to create new opportunities for Visit Jackson and strengthen the overall growth and visibility of the city's tourism sector.

Downtown development remains a priority, with calls for enhanced pedestrian infrastructure, beautification, and mixed-use revitalization. Visit Jackson stands ready to support efforts that improve the overall visitor experience and instill long-term confidence in our city.

Visitor Behavior & Engagement Trends In 2025, approximately 47% of our visitors came from within a 250-mile radius, highlighting the strength of our regional market. Additionally, 79% of all visitors stayed overnight, with a repeat visitation rate of approximately 70%. These numbers point to significant potential for expanding both overnight stays and our national audience.

Our digital engagement efforts are being refocused for 2026 to reverse a slight decline in 2025’s social engagement (1.4%) and return to a more robust 3.5%+ interaction rate, with a goal of converting 8.5% of digital impressions into actual visits.

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2025-26 Operational Plan

Talent & Expertise Visit Jackson’s long-tenured staff represents one of the agency’s most significant assets.

With decades of collective experience in destination marketing, tourism development, hospitality management, and public relations, the team brings a depth of institutional knowledge that is both rare and invaluable. Their continuity ensures strategic consistency, fosters trusted relationships across the industry, and allows the organization to adapt quickly to challenges while remaining focused on long-term goals.

This seasoned leadership not only strengthens Visit Jackson’s credibility in local, regional, and national circles but also provides a competitive edge in crafting authentic, data-informed campaigns that resonate with travelers and stakeholders alike. Their commitment to the city’s success is a driving force behind the resilience and recognition Jackson continues to earn as a premier cultural destination.

The professionalism and expertise of the Visit Jackson team are widely recognized and respected across the tourism industry. Esteemed organizations such as Destinations International, the Southeast Tourism Society, and the Mississippi Tourism Association consistently look to our staff not only as trusted collaborators but also as thought leaders.

Members of our team are regularly invited to serve in leadership roles, speak at national conferences, and contribute to the strategic direction of these influential bodies. This level of recognition not only affirms the caliber of our staff but also positions Visit Jackson at the forefront of industry innovation, advocacy, and best practices, further enhancing our agency’s credibility and competitive edge on a regional, national, and international scale.

Notably, Visit Jackson was the first and one of only two accredited Destination Marketing Accreditation Program (DMAP) organizations in the state of Mississippi. DMAP is the globally recognized industry distinction that defines quality and performance standards in destination marketing and management for destination organizations. This distinction underscores Visit Jackson’s leadership, commitment to excellence, and dedication to industry best practices. This strategic planning effort reflects that same commitment to innovation and organizational excellence, ensuring Jackson remains a premier destination in the Southeast.

Looking Ahead Visit Jackson is pleased to announce that Nichols Tourism Group and Destination Consultancy Group have been awarded contracts to lead the development of a new strategic plan that will shape the organization’s priorities and direction over the next 3 to 5 years (2026-2030).

This strategic planning initiative will serve as a roadmap for growth, innovation, and destination development, with a strong focus on collaboration, community impact, and sustainable tourism. The project is expected to be completed within the next six months and will involve input from key stakeholders, industry partners, and community members to ensure a comprehensive and inclusive planning process.

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With the combined expertise of Nichols Tourism Group and Destination Consultancy Group, Visit Jackson is confident this partnership will result in a bold, actionable strategy that advances Jackson as a leading destination and economic driver for the region.

Additionally, as Visit Jackson prepares to embrace opportunities leading into 2026, it remains committed to the following strategic priorities: • Expand visitor markets beyond our traditional regional base to attract national and international travelers.

• Strengthen destination confidence through transparent storytelling about our recovery, resilience, and revitalization efforts.

• Reinvest in digital platforms and content strategy to deepen engagement and drive measurable growth.

• Support infrastructure upgrades and partner with city stakeholders to improve downtown and event-ready areas.

• Leverage statewide tourism momentum and advocate for increased resources and representation within state leadership.

• Advocate and engage policy makers to increase hotel and restaurant tax through legislative action and stakeholder collaboration.

Conclusion Visit Jackson’s situational analysis for 2026 should acknowledge the recent turbulence, from water crises to revenue dips, while affirming the city’s cultural depth, marketing excellence, and resilience. With a sharpened focus on regional expansion, leadership and infrastructure confidence, and a digital resurgence, the tourism industry is well positioned to rebound and grow stronger.

We remain confident in the future of tourism in Jackson. By working together—public officials, private businesses, cultural institutions, and our community—we can ensure Jackson continues to grow as a welcoming, vibrant, and inspiring destination.

"READY FOR THE FUTURE. POISED FOR OPPORTUNITY."

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2025-26 Operational Plan

STRATEGIC PILLARS EDUCATION ADVOCACY PARTNERSHIPS DEVELOPMENT DESTINATION DEMAND

During fiscal year 2019, Visit Jackson engaged Tourism Skills Group to conduct a comprehensive five-year strategic planning process. Building on the insights gained from that effort, Visit Jackson has now engaged Nichols Tourism Group & Destination Consultancy Group to develop a new tourism strategic plan. While this process is underway and new strategic pillars will be established, Visit Jackson will continue to use its existing pillars to guide priorities for fiscal year 2026.

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2025-26 Operational Plan

EDUCATING STAKEHOLDERS: SHAPING PERCEPTIONS AND UNDERSTANDING As 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 sales and marketing campaigns, and funding community events and festivals.

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 2026 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 2026 Operational Plan and the new Strategic 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.

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• 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.

Why Stakeholder Education Matters 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.

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2025-26 Operational Plan

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 2026, 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 the perceptions of the city.

KEY TACTICS: • Relaunch the TOPS Program: Revitalize Tourism Oriented Policing Strategies to improve safety awareness for both visitors and residents.

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• 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 Partnerships What began as a pride campaign, My City has evolved into a broad engagement program designed to educate, inspire and mobilize residents. In 2026, 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 pride-building.

• 601 Day Activations: Strengthen 601 Day celebrations on June 1, with city-wide activations that promote Jackson’s cultural identity.

• Expand Digital Footprint: Relaunch JXN.MS blog and social channels to feature residents and inspire pride.

• Adopt a City Park: Provide new landscaping, updated signage, and support park events.

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:

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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 community-based 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.

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: • • •

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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 a cause or policies and raise awareness and assess the community's 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.

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2025-26 Operational Plan

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.

• Capital Area Tourism Association: 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 encourage visitors to stay longer or spend more.

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• Airport Partnership: Strengthen collaboration strategies with the 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.

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 well-positioned to attract major events and sports competitions that create lasting economic benefits.

6. 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.

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2025-26 Operational Plan

TOURISM DEVELOPMENT: ENHANCING JACKSON’S TOURISM ECONOMY 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 community-driven projects such as local festivals and events that enrich the city’s cultural and economic landscape.

A Vision for Growth and Sustainability In May 2025, Visit Jackson rolled out its Destination Master Plan (the Plan), developed in collaboration with a nationally recognized agency. The Plan is a 10-year strategic blueprint aligning tourism, hospitality, and event industries with Jackson’s broader economic development goals. Its purpose is to increase visitor spending, enhance community well-being, and attract outside investment and talent, while ensuring those benefits remain within Jackson.

With the Plan now launched, Visit Jackson is shifting focus from planning to mobilization and partnership-building. Near-term priorities from the Plan’s Opportunity Matrix include: • • • • • •

Development of a headquarter hotel Relocation of JSU Stadium Reestablishment of downtown as a core dining and shopping node A downtown music and event venue Revitalization of the Farish Street Historic District Strengthening connections between the Museum District and Downtown

Visit Jackson and its partners will prioritize three key outcomes that will advance Jackson as a destination: 1. Hotel & convention district 2. Downtown revitalization and vacant building activation 3. Funding of placemaking projects & initiatives

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KEY TACTICS: During FY2026, Visit Jackson will focus on mobilizing partners and laying the groundwork for these three outcomes. Initial efforts will include:

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:

• Collaborative Meetings - Convene city, county, and development authorities to identify roles and shared priorities Studies and Assessments - Use the plan as a foundation to develop Visit Jackson’s new five-year organizational strategic plan, setting priorities and initiatives for sustained growth.

• Funding and Incentives Exploration - Analyze potential frameworks for a placemaking investment fund and other incentive tools

• 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.

This foundational work will position Visit Jackson and its partners to move into full implementation mode as specific strategies are finalized through the new tourism strategic plan and partner-led initiatives.

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.

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2025-26 Operational Plan

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. FY2026 priorities continue to focus on measurable, data-informed objectives that guide our approach and maximize our impact.

FY2026 Data-Driven Goals: 1.

Stabilize and grow hotel demand to meet or exceed 800 thousand room nights.

Hotel demand grew slightly in FY 2025 (783 thousand), signaling a potential rebound and a strong foundation for continued growth.

(Note: Values are sourced from Smith Travel Research (STR) Jackson Statistical data, rather than the previously used Metropolitan Statistical Area (MSA) lodging data) 2. Maintain growth in long-distance visitation, targeting 50% of visitors from 250+ miles away.

FY2025 surpassed the 40% milestone (57.3%), indicating an opportunity to further expand beyond regional markets.

3. Sustain strong repeat visitation, with a target of 63% FY2025 surpassed the 44% goal with an astounding 72.2% in repeat visitation.

Visit Jackson aims to conservatively maintain momentum and reinforce brand loyalty.

4. Improve social media engagement to 3.5%.

Despite a decrease in FY2025 (1.4% compared to the 5% goal), new strategies will be implemented to drive recovery and enhance audience engagement.

These goals reflect a holistic strategy to strengthen Jackson’s visitor economy and drive revenue through focused demand generation.

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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.

FY 2026 will be the final year of recovery funds and Visit Jackson will continue to focus on engaging new audiences and repeat visitation.

Highlighting Jackson’s people and places will positively impact the brand message of the City With Soul.

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2025-26 Operational Plan

Marketing Tactics: • Reinforce destination pillars of civil rights, music, arts, and culinary experiences to more diverse audiences.

• 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.

• 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.

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Sales & Visitor Experience Strategies: 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.

Welcome Center & Experience Activation • Utilize the JXN Welcome Center, Passport programs, signage, exhibits, kiosks, and visitor tracking to drive engagement during off-peak periods and encourage deeper exploration of Jackson’s attractions, neighborhoods, and cultural assets.

Hotel & Lodging Partnerships • Strengthen collaboration with hotels to improve online reputation, support FIT rate programs, identify soft demand periods, and deploy targeted incentives to stabilize and grow room nights.

Why Destination Demand Matters: Elevating demand for Jackson as a visitor destination directly supports local hotels, restaurants, venues, attractions and the broader economy. Through sustained marketing, PR and sales initiatives, Visit Jackson works to ensure a thriving tourism ecosystem that delivers measurable results for the capital city.

Group Sales, Meetings & Convention Growth • Utilize incentives and strategic funding to attract and retain meetings, conventions, and special events, including support for events challenged by hotel inventory or single-facility limitations.

• Re-engage legacy group clients through refreshed incentives, exclusive promotions, and targeted outreach to drive repeat bookings and room block pickup.

Visitor Experience & Value Proposition • Enhance the visitor and planner experience through destination storytelling, curated itineraries, restaurant programs, and complimentary services that elevate Jackson’s competitiveness and encourage repeat visitation.

• Collaborate across departments to deliver high-touch support and memorable event experiences that generate positive word-ofmouth.

Sports Tourism & Targeted Growth Markets • Leverage findings from the FY2023 Sports Evaluation Consultant to grow sports tourism and pursue high-impact athletic events.

• Advance progress toward a Jackson Sports Commission in partnership with corporate stakeholders to support bid fees and longterm venue strategy.

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2025-26 Operational Plan

OPERATIONAL EXCELLENCE: ALIGNING INTERNAL FUNCTIONS TO SUPPORT STRATEGIC GROWTH Operational Excellence provides the internal systems, resources, and accountability necessary to support and execute all five strategic pillars.

GOAL: To strengthen Visit Jackson’s internal systems, processes, and capacity to effectively support strategic priorities, ensure accountability, and enable long-term organizational sustainability.

OPERATIONAL FOCUS: Visit Jackson is committed to operational excellence by aligning operations, human resources, finance, and technology to support strategic initiatives, data-informed decision-making, and responsible stewardship of resources. Operational priorities are directly tied to the organization’s budget to ensure efficient allocation across both internal needs and external initiatives.

Operations • Support implementation and transition planning related to the Destination Master Plan and evolving Tourism Strategic Plan.

• Align operational priorities with budget, staffing, and capacity realities.

• Track organizational performance through cross-department metrics.

• Strengthen cross-department coordination and performance tracking.

• Improve internal workflows related to training, partner engagement, and risk management.

• Advance data governance practices to support accuracy and consistency across departments.

Human Resources • Focus on recruitment, retention, and role clarity to support organizational stability • Expand training and professional development aligned with strategic priorities • Continue performance management and feedback processes to strengthen accountability • Support employee engagement through team-building and crossdepartment collaboration • Maintain compliance through updated policies and training related to safety and risk management

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Finance • Develop and manage budgets aligned with strategic and operational priorities • Provide timely, accurate financial reporting to support leadership and board decision-making • Strengthen internal controls and risk mitigation practices • Continue responsible management and reporting of ARPA and other grant-funded initiatives • Utilize forecasting and scenario planning to adjust resources as priorities evolve Technology • Continue modernization and stabilization of core technology infrastructure • Advance system integration to improve efficiency and reduce manual processes • Strengthen data governance, research, and business intelligence capabilities • Enhance cybersecurity posture and support compliance requirements • Provide ongoing system training and support to staff • Utilize collaboration and project management tools to improve productivity and transparency

Why Operational Excellence Matters: Strong internal systems and aligned resources are essential to executing Visit Jackson’s strategic priorities. By investing in people, processes, technology, and financial oversight, Visit Jackson ensures the organization operates efficiently, manages risk responsibly, and is positioned to support sustainable growth for the destination.

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2025-26 Operational Plan

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.

Budgeted Statement of Revenues and Expense Allocation by Category For the Twelve Months Ending September 30, 2025 & 2026 FY 2025

FY 2026

REVENUES TOTAL

$4,042,500

$4,170,500

Collections

$3,600,000

$3,600,000

Partnerships & Other

$110,000

$70,500

Transfer from the Reserve

$332,000

$500,000

$5,494,500

$5,940,540

$1,130,455

$1,158,870

Other Staff & Benefits

$811,705

$881,130

Promotional Activities

$868,445

$769,700

Convention & Meeting Support

$336,500

$280,250

Engagement

$144,670

$161,500

Advertising & Marketing Activities

$212,200

$264,800

Fulfillment & Overhead

$538,525

$654,250

$1,452,000

$1,770,040

EXPENSES TOTAL Sales & Marketing Staff/Benefits

ARPA

29

2026 Expenditures

$5,940,540 (Transfer from the Reserve $500k)

$3,000,000

42% $1,770,040

$2,500,000

16% $1,158,870

12% $881,130

12% $769,700

5% $280,250

14% $811,705

18% $1,130,455

Other Staff & Benefits

14% $868,445

Sales & Marketing Staff/Benefits

Promotional Activities

5% $336,500

1% $144,670

Convention & Meeting Support

Engagement

4% $212,200

36% $1,452,000

$500,000

2% $161,500

$0

Advertising & Marketing Activities

$2,000,000

$1,000,000

3% $264,800

9% $538,525

$1,500,000

Fulfillment & Overhead

$1,000,000

$1,500,000

8% $654,250

ARPA

$500,000

$2,000,000

$0

$2,500,000

$3,000,000

2025 Expenditures

$5,494,500 (Transfer from the Reserve $322k)

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2025-26 Operational Plan

Q1 (OCT-DEC) • • • • • • • • • • • • •

Capital City Lights Connect Faith Destinations International Advocacy Summit Destinations International Business Operations Summit Destinations International Thrive 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) • • • • • • • • • • • •

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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

ACTIVITI

IES CALENDAR 32

2025-26 Operational Plan

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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 • Public Relations Society of America 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/S.U.M.I.T.T. 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 • Southeast Tourism Society Connections Conference

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