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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5
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
