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Marion County
Tourism Resource Team Report
Georgia Department of Economic Development
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Team Recommendations
December 2014
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Marion County Tourism Resource Team
December 15th & 16th, 2014
Bruce Green, Director Tourism Product Development, GA Department of Economic Development
Cindy Eidson, Assistant Director Tourism Product Development, GA Department of Economic Development
Barry Brown, Heritage Tourism Specialist, Tourism Product Development, GA Department of Economic Development
Chris Cannon, Presidential Pathways Regional Tourism Project Manager, GA Department of Economic Development
Karen Paty, Director, GA Council for the Arts
Tina Lilly, Grants Coordinator, GA Council for the Arts
Jo Childers, Regional Manager for Regions 8 & 10, GA Department of Community Affairs
Corinne Thornton, Director Office of Regional Services, GA Department of Community Affairs
Allison Slocum, Senior Planner, River Valley Regional Commission,
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Source: US Travel Association
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Purpose
Tourism Product Development
Resource Team Initiative
GOAL: Increase investment in and development of new
tourism product and to add depth and breadth to the visitor
experience. Increase Marion County’s tourism product
development portfolio to create opportunity to introduce new
audiences to Marion County’s amazing variety of sites and
attractions.
STRATEGY: To assist community leaders and tourism
partners in fostering new tourism product within the county
through the delivery of technical assistance and identification
of financial resources. To encourage the creation of new
opportunities/markets for Marion County’s tourism products
through strategic partnerships, packaging and marketing.
Tourism Product Development takes on many forms.
Community and collaborative product development initiatives
are participatory in nature therefore, consensus building is
crucial because many projects take a longer time to come to
fruition. The department’s product development office
collaborates with communities, other state agencies and
industry stakeholders to achieve product development goals.
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Tourism As Economic Development
Tourism is one of the world’s largest industries and is essential to a
community’s economic vitality, sustainability, and profitability.
In Georgia, tourism is one of the state’s most important industries
and heritage tourism is its fastest-growing segment.
Georgia is among the top 10 states in the country in heritage
tourism visitation. More travelers than ever are walking the historic
streets of Savannah. . . visiting the remnants of Native American
culture . . . exploring antebellum plantations . . . learning about the
Civil Rights Movement . . . and discovering agricultural history
around the state.
The historic and cultural resources associated with people, events,
or aspects of a community’s past give that community its sense of
identity and help tell its story. These resources are the most
tangible reflections of a community’s heritage. History can and
should be used as a selling point for a community. The recognition
of an area’s historic resources can bring about neighborhood
revitalization, increased and sustainable tourism, economic
development through private investment, and citizenship building.
When communities’ travel-related entities partner with public or
private organizations, the historic, cultural, and natural resources
are more effectively promoted to meet the heritage traveler’s desire
for an integrated and enriching experience.
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Product Development
Increasingly in rural Georgia, tourism often the
preferred economic development strategy within a
community, and it plays a significant role in most
communities across the state.
Special interest tourism like nature based tourism
and heritage tourism create opportunity for
communities to identify, package and market their
existing assets.
Communities throughout the state have
substantial assets that need to be identified and
incorporated into their overall economic
development efforts. Increased tourism product
can translate into local job creation and additional
revenue in the form of property tax, bed tax and
sales tax. The state ultimately benefits as well
from additional revenues.
Limited resources means collaboration among
various local groups and agencies is essential to
enhancing and developing local tourism product.
Additionally, when multiple state agencies work as
Team Georgia collaboratively on tourism product
development, Georgia wins and the visitor goes
away with a unique experience.
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Product Development
Communities can capitalize on their existing
assets or create a new event to attract
visitors.
Festival, Fairs and Special Events
As an example, culinary events offer a chance to sample food
from the regional farms and can highlight the local area’s
abundant agriculture and fine southern cuisine. Remember to
keep the event local and authentic.
Brooks County
Skillet Festival
Activities can include an evening with local musical performers.
With the support and participation of city & county officials and
business leaders along with local civic organizations, the event
can be a tremendous success!
Events can focus on anything from music, literature, local history
and heritage or simply can celebrate a season of the year.
With any image building or special event the secret to success is
in the planning and promotion with particular attention to
authenticity and quality.
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Team Recommendations
Heritage Tourism
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Characteristics of the Heritage & Cultural Tourist
•
Travel more often (3 or more trips/yr.)
•
Heritage and Cultural travel decisions are heavily
influenced by women
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Stay longer (4.7 nights vs. 3.4 nights)
•
4 in 10 say they extended their trips because of heritage
and cultural activities available in the area
•
Spend more money ($1025 vs. $657) and tend to be
generous in spending
•
Show them the real thing…They insist on Authenticity!!!
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Heritage Tourism
Marion County History
Marion County was created on December 14, 1827 from Lee
County and Muscogee County and was named for the
Revolutionary War hero that was active in the southern
campaigns and the father of modern guerrilla warfare ,
Brigadier General Francis Marion, the “Swamp Fox.”
The town of Horry was originally the county seat, but by 1838
the seat was moved to the town of Tazewell and then in 1849,
moved again to a town that would become Buena Vista (Byoonah Vihstah) after the American victory in the Mexican War.
Marion County 1864
The land lottery of 1827 and rich agricultural conditions
caused the county population to grow at a steady rate. By
1850 the population had 10,280 of which a third were slaves.
An impediment to further growth was that goods had to
transported to Columbus, 35 miles away for shipment to other
regions and communities. The Buena Vista-Ellaville Railroad
was opened in 1884, but the community was heavily
dependent on agriculture and disasters such as the boll weevil
followed a few years later by the Stock Market crash of 1929
and the Great Depression never allowed the community to
realize its full economic potential. These disasters caused the
population to decrease during the early 20th century.
Gen. Francis Marion the “Swamp Fox”
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Heritage Tourism
Marion County History
Notable residents of Marion County include Negro League
Baseball legends Josh Gibson and Roosevelt Jackson.
Gibson lived his childhood and adolescence playing baseball
in Buena Vista before moving with his family to
Pennsylvania in 1923 and going on to fame as a baseball
legend.
Roosevelt Jackson moved from Buena Vista to be a
manager, player and scout for the Negro Leagues. He
returned in 1971 and today runs a foundation to assist youth
development and an athletic legacy by providing youth base
ball scholarships. Scholarship information can be found at:
http://www.rooseveltjacksonfoundation.org.
The Legendary Roosevelt Jackson
Eddie Owens Martin, was born in Buena Vista in 1908,
moved to New York City in the 1920s and would go on to
become a visionary artist of great depth and distinction.
Upon moving back to Marion County, Martin, now known as
St. EOM, began work on his visionary project known as
Pasaquan. Using religious and archetypal symbols reflecting
influences from around the world and in his mind. Pasaquan
has been considered the most important folk art center in
America.
Eddie Owens Martin
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Heritage Tourism
Fort Perry: Protecting Georgia’s Frontier
Fort Perry is a prime example of one of the series of stockades
constructed along the Georgia frontier around the time of the
United States last war against England, the War of 1812. Built
on a high ridge along the historic Old Federal Road to defend
against possible incursion by the British, but especially to defend
against the British ally, the Creek Indians, Fort Perry is one of a
number of forts that defined and protected the frontier in early
19th century Georgia. Other forts in this line of defense near the
Federal Road include Fort Wilkinson in Milledgeville, Fort
Hawkins in Macon, Fort Daniel in Lawrenceville, and Fort
Peachtree in Atlanta. Both Fort Hawkins and Fort Peachtree
have recreated blockhouses, buildings and stockade wall to help
the visitor better interpret the important points of these heritage
sites.
Ft. Perry Site
Team Recommendations: Though remains of the parapets
can still be seen, only the trained eye can discern the outline of
the fort. The team recommends 1.) Making the site accessible
for visitation. 2.) Completion of an archeological study and work
plan 3.) recreation of part of the wall and of a blockhouse as has
been done at Ft. Peachtree and Fort Hawkins. The site would
draw visitors if properly defined and interpreted. The
commanding view of the surrounding countryside from the hilltop
enables the visitor to understand why the fort was constructed at
the site.
Fort King George, Darien w/ Blockhouse
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Heritage Tourism
Osceola and Josh Gibson: American Icons
Osceola, born Billy Powell of Scots-Irish and Creek
parentage in west central Georgia in 1804. Raised as
a Creek by his mother, and in 1814 Migrated to Florida.
When the U.S. government tried to remove the Seminoles
from their ancestral lands in 1836, Osceola went to war
with the government and continued resistance to white
incursion for the rest of his life. Osceola and is one of the
great Native American leaders in American history.
Negro League baseball protégé Josh Gibson, born in
Buena Vista in 1911, was elected to the Baseball Hall of
Fame in 1972. Gibson was know as the “black Babe Ruth,”
by some, and Babe Ruth was know as the “White Josh
Gibson,” by others.
Team Recommendations: Locations where these iconic
figures later lived have erected monuments in their
memories and use these monuments and associations for
branding and marketing. As both are native sons of Marion
County, the same should be done here. As an example,
Harlem GA markets itself as the home of Oliver Hardy.
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Heritage Tourism
Marion County: Home of the Antebellum Courthouses
An unusual and very appealing feature in Marion County are the two
courthouses, both of Antebellum construction, and both still in use
today. A draw for the heritage tourist excited by historic architecture.
The Marion County courthouse in Buena Vista, the county’s third
courthouse, was built in 1850 of local brick. A columned entrance
was added in 1928 and thus is an historic feature. The architectural
style is a combination of Vernacular and Neoclassical Revival. It
was added to the National Register of Historic Places in 1980. Very
few Antebellum courthouses remain in Georgia.
The wood clapboard Old Marion County courthouse served only a
short time in that capacity. Located in the former seat of Tazewell,
the building was constructed in 1848. The building has served as a
dry goods store and Masonic Lodge, for which the top floor and
former courtroom is still used today.
Team Recommendations: The Masons need to work with
representatives from the county as well as the Regional Commission
to assure the Tazewell building has a preservation plan and
professional maintenance performed by specialists in historic
buildings. County promotional material should emphasize Marion’s
two Antebellum courthouses.
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Heritage Tourism
Thaddeus Oliver: In the Pantheon of Poets
The iconic American poem “ All Quit Along the Potomac
Tonight,” is not only one of the defining poems of the Civil
War era, it’s one of the great poems written in the English
language. Marion County’s Thaddeus Oliver deserves to be
celebrated as the great poet that he was.
Team Recommendations: An annual Marion County
poetry festival and poetry writing contest. Connect the
festival with other great Georgia poets such as Sydney
Lanier or James Dickey. An idea for better exposure of a
poetry contest would be to invite judges who are known in
the arts such as current Georgia Poet Laureate Judson
Mitchell.
“All quiet along the Potomac tonight,
where the soldiers lie peacefully dreaming,
there tents in the rays of the clear autumn moon,
or the lights of the watch fires are gleaming,
A tremendous sight, as the gentle night wind
through the forest leaves softly is creeping;
while stars up above, with their glittering eyes,
keep guard – for the army is sleeping.“
Thaddeus Oliver historical marker
site in desperate need of repair.
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Heritage Tourism
Pineville Cemetery
Pineville Cemetery is a Marion County treasure in desperate
need of tender loving care and regular professional
maintenance. A n extremely picturesque cemetery with great
atmosphere of Spanish Moss, live oaks, and fascinating array
of funerary art and burials of the regions earliest settlers,
including Revolutionary War veterans. Pineville Cemetery has
the historic significance and aesthetic appeal to make it a
destination for the cultural and heritage tourist.
Team Recommendations: Pineville Cemetery desperately
needs a work plan designed to come up with the most effective
method of rehabilitating and repairing the cemetery to return it
to its prime appearance. There are number of federal and state
grants available to fund cemetery projects, but in order to be
eligible for the grants, the cemetery needs to be nominated for
and placed on the National Register of Historic Places. The
River Valley Region Commission can assist with the National
Register of Historic Places application.
Pineville cemetery is a perfect location to hold October historic
and ghost tours.
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Historic Preservation
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State Historic Preservation Agency
Georgia Historic Preservation Division
The Historic Preservation Division (HPD) is Georgia’s State Historic
Preservation Office, or SHPO. Every state has a SHPO, established by
the National Historic Preservation Act of 1966, as Amended, often referred
to simply as the NHPA.
HPD’s Mission
The Historic Preservation Division's mission is to promote the preservation
and use of historic places for a better Georgia.
Programs and Services
Environmental Review & Preservation Planning
National Register of Historic Places
State Historic Resources Survey
Local, State and Federal Historic Rehabilitation Tax Incentives
Outreach Programs, Education, Grants and African American Programs
Office of the State Archaeologist and State Archaeology Program
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State Historic Preservation Agency
Regional Preservation Planning
Georgia has 12 Regional Commissions (RCs) that provide comprehensive
assistance to local governments, individuals, and organizations and 11 RCs
employ historic preservation planners who provide preservation planning
services. These services are coordinated with HPD.
Allison Slocum
Senior Planner
River Valley Regional Commission
1428 Second Avenue
Columbus, Georgia 31902
Involved throughout the years in supporting Historic Preservation efforts for Local
Governments
Assisted in compiling comp plan for Marion County
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GENERAL OVERVIEW
Federal and State Rehabilitation Tax Credit Projects
State and federal government tax incentives are available for owners of a historic
property who carry out a substantial rehabilitation. All properties must be listed in, or
eligible for, the National/Georgia Register of Historic Places, either individually or as
part of a National/Georgia Register Historic District. Project work must meet the
Secretary of the Interior’s/Department of Natural Resources Standards for
Rehabilitation.
Federal Rehabilitation Investment Tax Credit (RITC)
A federal income tax credit equal to 20% of rehabilitation expenses. Available ONLY
for income-producing properties. The application is first reviewed by the Historic
Preservation Division (HPD), then forwarded to the National Park Service for final
decision.
State Preferential Property Tax Assessment for Rehabilitated Historic Property
Freezes the county property tax assessment for over 8 years. Available for personal
residences as well as income-producing properties and the owner must increase the
fair market value of the building by 50 and 100%, depending on its new use.
State Income Tax Credit for Rehabilitated Historic Property
A state income tax credit of 25% of rehabilitation expenses. The credit is capped at
$100,000 for personal residences and $300,000 for income-producing properties.
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Tools of Historic Preservation
Historic Preservation Commissions
Certified Local Government Program
Any city, town, or county that has enacted a historic preservation
ordinance, enforces that ordinance through a local preservation
commission, and has met requirements outlined in the procedures
for Georgia's Certified Local Government Program is eligible to
become a CLG.
Benefits:

Eligibility for federal Historic Preservation Fund grants

Opportunity to review local nominations for the National Register
of Historic Places prior to consideration by the Georgia National
Register Review Board

Opportunities for technical assistance including training and
education opportunities

Improved communication and coordination among local, state, and
federal preservation activities
•
Eligible for HPC Members and Staff to apply for training scholarship
funds

Receive direct response from Certified Local Government Program

Coordinator for local preservation planning needs
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Tools of Historic Preservation
Historic Preservation Fund Grants
The Historic Preservation Fund (HPF) Grant program
is appropriated annually from Congress through the
National Park Service to the states. HPD reserves
10% of each year's appropriation for grants to
Certified Local Governments (CLGs). The 60/40
matching grants enable cities, towns, and rural areas
to undertake projects that aid in the preservation of
historic properties.
Eligible survey and planning projects include surveys,
National Register nominations, design guidelines,
brochures, web site development, heritage education
materials, and workshops/conferences, etc. Eligible
predevelopment projects include activities such as
historic structure reports, preservation plans, or
architectural drawings and specifications.
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Record Local History
Historic preservation doesn’t have to center
only on buildings; your local stories can
become powerful tourism product.
• Record stories from residents
• Gather historic photos and make
digital copies
• Photograph historic maps and
documents
• Take a county-wide photometric index
of historic and natural sites
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Assistance is Available
•
•
•
•
•
Preservation Planner for River Valley Regional
Commission
Georgia Historic Preservation Division of the
Georgia Department of Natural Resources
Professional consultants
Department of Community Affairs
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The Arts
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ARTS
Expenditures for arts events
Why are the arts valuable to tourism?
Marion County already has a strong brand and identity
because of Pasaquan, and that brand and connection is
only going to get stronger once Pasaquan is open again
to the public. Buena Vista and Marion County should
capitalize on the interests of people who will visit
Pasaquan and create more opportunities to engage
them outside of St. EOM’s home site.
Survey: Work with Columbus State to develop a survey
of visitors to Pasaquan to find out what their interests
are, where they come from, and what else they would
like to see in the area. Knowing more about the people
that are coming will help the local community envision
and develop a plan to lengthen their stays and draw
then into other parts of the area. Because Pasaquan
has such a strong reputation internationally, information
about tourists who come from abroad will help Marion
County market itself as a destination for international
travelers.
Americans for the Arts
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ARTS
Creative Economy
Research the Creative Economies, and put together
a plan to attract creative people and businesses to the
area while continuing to support those businesses that
already exist.
A Creative Economy is, “a vibrant ecosystem in which
artists, creative entrepreneurs, creative for-profit and nonprofit businesses produce impact, benefits, value and
power by providing goods, services and entertainment that
enhance the economy, generate jobs, income, tax revenue,
and support and sustain a community where people want
to live, work, learn and play.” Anne Katz, Executive
Director, Arts Wisconsin
A downtown bustling with shops, restaurants, galleries and
live music will not only attract tourists, it will help retain the
county’s young people.
http://www.huffingtonpost.com/richard-florida/creativity-isthe-new-eco_b_1608363.html
http://www.auburn.edu/outreach/ecdi/resources/isr_creative
_economies.htm
http://www.westerncity.com/Western-City/May2014/Feature-Inspiring-Creative-Economy/
http://www.bizjournals.com/albany/printedition/2014/11/21/we-have-a-blueprint-for-changingalbanys-creative.html?page=all
United Nations Conference on Trade and Development
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ARTS
Buena Vista
Investigate relocation incentives to attract artists to
Buena Vista. Many cities have used incentives to bring
artists to their communities to live and work. Incentives
could be anything from discounted rent to inexpensive
studio space to the payment of moving costs. Some cities
have developed low-cost live/work spaces for artists. The
addition of artists and their studios and work attracts people
that want to be in creative, vibrant communities, and these
are the types of people that want to run creative businesses
such as bookstores, coffee houses, shops featuring unique
objects, etc.
Examples of cities that have used incentives for artists:
http://theabundantartist.com/artist-housing-projects/
http://www.paducahalliance.org/artist-relocationprogram/artist-incentives
http://www.alleganyartscouncil.org/static.php?page=4
http://www.keystoneedge.com/features/oilcityartists0117.aspx
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ARTS
Buena Vista
Artist-in-Residence: Consider hosting an artist-inresidence in the city. A space to live and work for a
certain amount of time could be provided in exchange for
a piece of art created specifically for the city. Or an artist
that is hosted for a longer amount of time could work on
how to integrate the arts into all aspects of the city by
planning public art projects, holding classes, developing
community art projects, organizing festivals, collaborating
with the artists who will be in residence at Pasaquan and
creatively opening up dialogue between community
members. Artists with an arts education background
could work closely with the school to develop projects
that tie into curriculum standards.
Read the following article and watch the video to get a
sense of what an artist-in-residence can do to transform
a city: http://bettercities.net/news-opinion/blogs/kaidbenfield/20732/amazing-collaboration-transforms-decaynew-heart-small-town
Wellesley Women Artisans
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ARTS
Buena Vista
Branding/Logo: Unify branding with Pasaquan. The city’s logo,
branding and identity should be tied to Pasaquan through color
and design so that people associate the two. This brand should
be reflected in local signage. The city should work with a
professional designer to ensure that the new logo reflects not
only Pasaquan, but other elements of Buena Vista/Marion
County that may be important to visitors.
Visitor’s Guide: Put together a brochure and website detailing
things to do in the community outside of Pasaquan. The
brochure/flyer should be distributed to visitors at Pasaquan so
that they have ideas of where to eat, shop, stay, etc. once they
leave Pasaquan.
Itineraries: Put together itineraries for an afternoon, a day and a
weekend. The itineraries should go through each step of a visit,
including where to eat, shop, visit and stay. These should be
available online and mobile-friendly so that younger visitors can
access them quickly and easily.
Merchandise: Merchandise highlighting Buena Vista should be
available in multiple locations downtown. This should be unique
from what will be available at Pasaquan and reflect the city’s
brand.
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ARTS
Buena Vista
Public Art: Public art is a way to communicate the vibrant
nature of a place. Examples could include murals, sculpture,
statues, outdoor theatre or concerts, etc. It is also a way to
beautify unattractive areas of town, or to attract tourists to
places they would not ordinarily go. It also ensures that
tourists have things to see downtown even if there are no
businesses open.
Greater Pittsburgh Arts Council
A public art plan for Buena Vista and/or Marion County could
reflect the colors and design of Pasaquan, or it could include
work that has nothing to do with the look of St. EOM’s work.
If the city and/or county acquire multiple pieces of public art,
a map should be available online and in the city that shows
tourists where all of the pieces are. If tourists approach any
piece, they should be able to get information on the location
of all of the pieces. This could be done through QR codes or
a sign with the website location of the map.
Yinka Shonibare
Miller County Liberal
To learn about how to go about developing public arthttp://www.americansforthearts.org/by-topic/public-art
To find a Georgia-based artist for your projecthttp://www.ocaatlanta.com/arts-hub/#search/artists
UrbanCincy
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ARTS
Buena Vista
Downtown: Use artists to help spruce up downtown and make it
more attractive. Artists can provide window displays, help cover
up unattractive buildings, use vacant stores for pop-up shops,
etc. Contact the Thomasville Arts Center to find out how they
used pop-up shops to create a month-long festival in 2014
called Flaunt.
http://www.newyorker.com/business/currency/pop-shop-everyartist
http://artsandcrafts.about.com/od/openingastorefront/a/How-ToOpen-An-Arts-And-Crafts-Retail-Pop-Up-Store.htm
http://blog.thestorefront.com/how-to-set-up-a-pop-up-art-galleryin-7-steps/
http://www.torquayheraldexpress.co.uk/Artists-pop-shopbrightens-town/story-22841066-detail/story.html
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ARTS
Buena Vista
Recommendation: Set up an exhibit downtown to
complement Pasaquan and allow people to see things
that they will not be able to see at Pasaquan. This could
include paintings/sculpture that is privately owned,
photographs of Eddie at local sites, stories, etc. Make
sure to engage a professional curator/exhibit designer
from outside of the community to manage this project,
including drawing up loan agreements, making decisions
on what should be exhibited, etc.
The exhibit could be managed by a non-profit
organization, CSU, the city, or a private entity. Whatever
organization takes on this task must put together a longterm plan for the upkeep and maintenance of the exhibit
and the space, and a plan to keep the exhibit open with
proper security for a designated number of hours a week
The exhibit does not have to be in a stand-alone location.
It could be incorporated into another business, such as a
coffee shop. It will, however, require adequate security
and steady environmental controls.
Eddie Owens Martin (aka St. EOM): Five Pasaquoyan Masks,
early 1980s, painted concrete, James Harold Jennings Amazon,
late 1980s, painted wood
34
ARTS
Partnerships
Recommendation: Explore the possibility of creating an
art trail between Paradise Garden and Pasaquan. The
trail could focus on folk art, the arts in general, or some
other element, such as a wine and art trail. This could
include stops at museums, galleries, art environments,
artist studios, etc. The trail can be promoted on the
websites of all participating organizations and also in a
printed brochure. The idea is to outline a perfect trip
between the two points.
If a trail between Paradise Garden and Pasaquan is
limiting, consider a Folk Art Trail that includes a larger
portion of the state. Museums and galleries that have folk
art collections could be potential partners.
35
ARTS
The Future
One important component for the future success of any
creative tourism plans are the involvement of students
and young adults. They are the ones that will be the
future caretakers of any new projects, and to be
effective, dedicated custodians, they must have buy-in
on the projects and see Buena Vista as a exciting place
to be and a place for opportunity.
Recommendation: Local schools should leverage the
artist-in-residence and visiting scholar program that CSU
is going to start to bring more arts education into the K12 school system
Recommendation: Form a diverse committee to create
a new plan for downtown which includes people of all
ages, including those under 30. Make sure that the
young adults see a place for themselves in the
redevelopment of their community.
Recommendation: Use local teens in the Pasaquan
restoration so that they develop a connection and
passion for the site.
Photo by Fred Fussell
36
ARTS
Funding
Creative Placemaking Grants. Apply for ArtPlace and NEA’s Our
Town grants in partnership with other community partners on a
larger project which will use the arts to strengthen not only the
quality of life but economic development in the area
Check with these potential funders for money for arts projects:
•
•
•
•
•
•
Georgia Council for the Arts - www.gaarts.org
South Arts - www.southarts.org
Georgia Humanities Council- www.georgiahumanities.org
ArtPlace - www.artplaceamerica.org
National Endowment for the Arts - www.nea.gov
Tourism Product Development Grant http://www.georgia.org/industries/Tourism/Pages/tourismgrants.aspx
• National Endowment for the Humanities - www.neh.gov
• Citizen’s Institute on Rural Design - http://rural-design.org/
• USDA- www.usda.gov
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Downtown Development
38
Marion County Tourism
Downtown Buena Vista
Be sure to look at the Square with fresh eyes on a regular basis. Invite city
& county officials, staff, DDA, property owners and all stakeholders on a
walking tour of the downtown with clip boards in hand. Have them each
note the good, the bad and the ugly. Take lots of photos. As a group, come
back together and discuss the results.
Use the 4-Point Approach™ of successful Main Streets:
ORGANIZATION
DESIGN
PROMOTION
ECONOMIC RESTRUCTURING
The 4-Point Approach equals = New vitality, successful businesses, jobs
and increased tax base
Use vacant storefront windows to look alive and encourage new uses
Cross promote existing business in displays
Display local art - Window Gallery Walking Tour
39
Marion County Tourism Product
Organizational Structure to Support Downtown Revitalization Efforts (DDA)
Team recommends:
Establishing a core downtown revitalization committee to look into becoming a
designated Main Street Start Up community.
Establishing a Downtown Development Authority is not required but is a good
tool and conduit for loans and other resources. City Government appoints a DDA.
If you are not ready - start small and build consensus with a small but strong
diverse team. Involve students too!
Have regular informal meeting to engage citizens, property owners, businesses,
city and county officials to discuss future plans and brainstorm ideas to revitalize
downtown
Have a Clean Street Week and Paint the Town paint party to spruce up
downtown.
Create an inventory of downtown all property (including vacant lots) as a Real
Estate portfolio of available sites for rent, sale or development. Put signs in the
windows of those ready for occupancy: THIS BUILDING IS NOT VACANT! IT IS
FULL OF OPPORTUNITY! YOUR BUSINESS HERE!
Support local Businesses: The 3/50 Project:
http://www.the350project.net/home.html
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Establish a Downtown Development Authority
The DDA needs to focus on the core historic central business
district.
Develop a short term Work Plan of achievable goals for
downtown in the next 18 months.
Compile an updated inventory of all property downtown
including all buildings and vacant lots and current owner and
uses
Hold merchant and property owner coffees and informal
meetings to engage them and develop buy in for downtown
efforts
Create portfolio of all available properties and help market
them for specific uses identified in the work plan
Collaborate with DCA office of Downtown Development and
Small Business Development Center.
Attend a Downtown Development Training coordinated by the
Georgia Municipal Association or hire private consultant to do
a training onsite.
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Buena Vista Business Store Hours
Encourage business owners to post current hours and update any
changes
Inform all businesses and eateries ahead of time when groups will
be in town. Encourage them to have in store promotions or
coupons to drive traffic into their business and to track sales
during plays and all other events
Encourage a critical mass of businesses to stay open later around
certain special events and during the holidays. Evaluate with each
merchant for success stories after events.
Promote “Open Late” dates and times well ahead of events and
be consistent.
42
Trees and Landscaping
People will gather where there is shade, so please add
more tree canopy in your downtown! Contact the DCA’s
ODD Design Studio for examples of trees that work great
in downtowns. Make sure your downtown has the shade
needed for comfort of downtown visitors and make sure
the street trees are tall enough.
If the planters are empty - remove them otherwise they
become ashtrays
Plant native plants that can stand the summer heat and
sun in south Georgia. Also establish a watering plan or
adopt a planter program, so plants are maintained.
Downtown Buena Vista with few
trees and landscaping
43
Sidewalk Enhancements for downtown
Team recommends removal of existing planters and add ones more like
the ones pictured below. Keep planters full of seasonal flowers and
plants.
Team recommends adding benches for locals and visitors to enjoy
relaxing and enjoying the views of the downtown area.
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Pedestrian Crosswalks & Repainting Parking Spaces
Wide streets around the courthouse offer an
opportunity to expand green space and buffers (If
the streets around the square are not all state or
federal highways).
Mark cross walks so pedestrians know the safety
places to cross. Use TIA funds for paint and
signs.
Montezuma
Designate a Farm Market area on specific days
with attractive signage away from major traffic on
the square.
Suwanee
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Downtown Development
Sidewalk Dining
The Team recommends that with such nice wide sidewalks the
City of Buena Vista can explore the opportunity for encouraging
outside dining options. For example, the Mexican Restaurant
should offer festive umbrella tables or extended awnings and
large planters with shade trees for summer!
Work with the City on allowing alcohol in the designated outdoor
dining areas.
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Welcome To Buena Vista!
Consider the old gas station as a Chamber of Commerce
& Welcome Center and local coffee, local art and
products from area shops and artists.
Be creative with the building’s color scheme---add a
touch of Pasaquan with primary colors, a sun burst sign
and bright colored flowers.
ODD Design studio will provide a façade drawing of the
historic gas station to give property owner design ideas.
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Downtown Restaurant Cluster
Buena Vista is lucky to have 5 or 6 local restaurants and
one chain located around the square.
Good signage and clean fresh entrances and addresses
are important for visitors to find them. Use Social Media
and ExploreGA.com
Celebrate the local flavors and cross promote each other
with a simple tri-fold brochure or a creative paper placemat
paid for by all eateries and used by all to promote their
special dishes. Distribute to other businesses and offices
around town and in the county.
Each eatery should offer bag/box lunches for Picnics at
Pasaquan. Create a festive lunch bag or box with a bold
logo.
Just a few Trip Advisor/
Social Media quotes
found on line!
Annie D’s :
Great Food With a
smile!
Homemade dessert
followed by a countystyle lunch special delicious and
reasonably priced.
J & L Pizzeria: Exceeds
Expectations! Thought it
was going to be “gas
station” pizza but then
watched the chef roll our
the dough!
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Downtown Buena Vista Housing
Team recommends using upper story floors for future residential
housing. The county needs more housing options and this
would provide a steady income stream for property owners.
Encouraging the presence of more folks living in the downtown
area would help to support existing businesses as well as
creating a lively twenty-four hour downtown area.
Below is a great example of upper story residential living in the
downtown area of the City of Valdosta. Team suggests visiting
other towns to see their downtown lofts or infill housing. See:
Americus, Valdosta and the Plains Inn in nearby Plains for
unique B&B type lodging
2nd Floor Residential Opportunity (Buena Vista)
AFTER: 2ND Floor (Valdosta, GA)
BEFORE: 2ND Floor (Valdosta, GA)
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Downtown Treasure Hunt
Downtown Buena Vista has many opportunities for creating a
fun environment for tourist. Having a fun opportunity for children
and adults is key for creating excitement for the visitor.
Team recommends creating a Treasure hunt of architectural
details on buildings around the square.
Incorporate small details or history found on murals, Cotton
Hall, Courthouse and other historic buildings.
Consider hiding tiny wooden Pasaquan inspired statues to be
found around town or in businesses. Patterned after
Thomasville’s Lost Quail Hunt activity in downtown.
Research GA Education Standards for teachers so the treasure
hunt can be part of an official educational field trip that could
also be tied into local history, cultural arts, and agriculture.
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Downtown Buena Vista
Survey all existing business for ideas and input! Compile a
simple study of existing store or restaurant hours.
Encourage maintaining consistent store hours as
advertised.
Work with the Small Business Development Center to help
existing businesses expand or enhance their market share
and increase productivity
Types of Businesses attractive to Tourists
Team recommends simple lighting in shop windows at night
to showcase products and as a safely tool.
Team recommends creative window displays to ”look alive”
improving storefront window displays to entice the visitor to
come in and shop or walk to the next shop.
Team recommends adding color and excitement to
downtown buildings and businesses.
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Snow Lines on Buildings in Downtown Buena Vista
Team recommends celebrating, showcasing and preserving the
“snow lines” marked by the community commemorating snow days.
Check with DCA Design Studio about appropriate sealant or
protective cover to preserve the writing. Tell the story on a QR code
or small plaque. It can be part of an Architectural Treasure hunt.
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Music Venue Downtown
Team recommends rethinking the opportunity to revive
the music venue which once was located in the
downtown area. Start small with local talent.
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Marion County Store
Marion County is rich with history, culture, and the
most importantly – agriculture. And what better way
to showcase the many products from farmers and
local artisans than in a store where “Locally Grown
and Locally Made” products could be marketed and
sold to visitors. The Team recommends the Marion
Store be located in downtown Buena Vista or in the
“Gypsy Camp Store” building. Based on the
building’s history, the gypsy’s and locals bought
goods and services with that business. Repair old
metal and neon signage which was used at store.
Gypsy Camp Store Building
For example, the City of Greensboro has it’s own
“Genuine Georgia: An Artisan Marketplace” in the
downtown area and has been very successfully.
The Team recommends visiting the Genuine
Georgia store and seeking advice of the owner,
Cynthia Smith, former Downtown Manager of the
City of Greensboro.
Create a GA Grown Agri Tourism along
Hwy 41 or Hwy 26
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Start a Student Hometown Hero’s Program
Lyons Main Street in the early years started a Home Town Hero
Program to engage high school students. The helped plan events,
wrote and published the downtown newsletter, and started local
social media to gain in buy in from the youth.
We recommend you also engage and involve international students
at the proposed Prep School in the old Tri County Building.
With such great a partnership with the schools there is a natural tie
in with local history and an opportunity to inspire future
entrepreneurs.
They can also help create a downtown architectural treasure or
history hunt.
Have students and local artists partner to start a Window Gallery of
Art in vacant shop window s downtown. Student class projects and
programs can be featured in small scenes created to cover vacant
spaces. Windows could feature Josh Gibson, Luther Story & others
Students can help research ownership and contact building owners
for permission to help clean store front display cases and windows
and get approval to use the space for a temporary period. They can
create signs, brochures and publicity
Corp. Luther Story
Medal Of Honor
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Office of Downtown Development
and Design Assistance
The Georgia Department of Community Affairs’ Office of Downtown
Development (ODD) serves local governments throughout Georgia with
a wide range of services including: Main Street Approach, training, DDA
information and design services.
The team recommends keeping in touch with DCA’s ODD and the GA
Main Street Facebook:
https://www.dca.ga.gov/communities/DowntownDevelopment/index.asp
and the ODD Design Studio for help with exterior renovation ideas.
Sample rendering
The Design Office can provide assistance in the following areas:
façade drawings, parks, signage, design ordinance examples, street
tree recommendations, streetscape plans, entrance sign development,
parking plans, and many other services.
The design form (to the right) can be accessed by going to the Main
Street Georgia website: www.mainstreetgeorgia.org and click on the
Design tab.
The Team recommends attending the 2015 National Main Street
Conference in Atlanta, March 30 – April 2
(www.nationalmainstreetsconference.com) and joining the Georgia
Downtown Association http://www.georgiadowntownassociation.org/.
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Use Available Downtown Development Financial Tools
The team recommends sharing the list of financial incentives for existing and future business owners to access and utilize
if they are renovating their historic building or expanding their business. For recruiting new businesses, financial incentives
exist to help future business owners purchase property.
https://www.dca.ga.gov/economic/Financing/index.asp
For more information relating to financial incentives for downtown businesses, please check out the “Economic
Development Finance Program Packet” at the following website:
http://www.dca.ga.gov/economic/TaxCredits/programs/downloads/EDFD.pdf
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Downtown Development Revolving Loan Fund (DDRLF)
Georgia Cities Foundation Revolving Loan Fund Program
Façade Rehabilitation Funds (local)
Opportunity Zones
State Historic Preservation Tax Incentive
Historic Preservation Federal Investment Tax Credit
Business Improvement District (BID) (O.C.G.A. 36-43-1 et seq)
Low Interest Loan Pool (local)
Community Improvement District (CID) (Georgia Constitution Article IX, Section 7)
Tax Allocations Districts / Urban Redevelopment Powers Act (O.C.G.A. 36-44-1 et seq)
Employment Incentive Program (E.I.P.)
OneGeorgia Equity Fund
Tourism Product Development Grant (http://www.georgia.org/industries/Tourism/Pages/tourism
grants.aspx
Tourism Development Act Sales Tax Incentive
State Small Business Credit Initiative http://georgia-ssbci.com/
(
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Historic Grist Mill
Team recommends restoring this building or at least
continue to mothball it from further deterioration. The
team recommends turning the historic grist mill into a
restaurant, brew pub or an inn for visitors.
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Big Chief Grist Mill
Team recommends Big Chief Grist Mill offer regular
scheduled tours with picnic lunches by the river.
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Sharing Your Community Story with the Visitor
Once the community has developed mural program, written
down the history of the of important sites throughout Marion
County and established the tour of Pasaquan, having a way
to tell the story to the visitor is key.
Below are two devices that can play recorded stories to
Marion County visitors. These recordings that tell the story of
the site, mural or history of a place are saved on a SD card
and inserted in to the machine. The two devices do not have
to have electricity to power them. One mechanism is hand
cranked and the other is solar powered. Recordings can be
changed over time by re-recording messages on the SD
card.
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Historic City Cemetery Tours
Cemeteries are a viable object of and growing
category of niche tourism. Cemeteries serve as a
type of attraction that can draw tourists on the
merits of its culture and historical value, or cultural
heritage.
There is historical precedent of cemeteries as
tourist destinations. As older cemeteries run out of
burial space, many are reinventing themselves as
travel and tourism destinations.
Historic Cemeteries in Marion County
The team recommends: Living history tours led by
appropriately costumed and knowledgeable tour
guides/actors who bring life to the story of Marion
County’s rich past.
Examples of communities that have successful
cemetery tours are the cities of Macon and
McDonough. The team recommends visiting these
communities to learn how they have made their
tours so successful.
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Example of Marketing Materials for
McDonough’s City Cemetery Tour
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Marketing
63
Marketing Marion
Branding, Public Relations and Partnerships
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Marketing & Public Relations
Organization and Overview
Due to the complexities of marketing a destination, the marketing section of this report is
large and multi-phased. Presented in steps, this will allow your community to dissect each
level of marketing your community in an easier form.
To work through this report, a marketing committee from the community / Chamber of
Commerce should be assembled and could consist of the following representation:
• Marion County Chamber of Commerce
• City and County Commissions
• Local business leaders invested in tourism
• Other major community tourism entities
Within the Marketing Committee, one individual should be elected / chosen as chairperson
and be responsible for coordinating efforts of the entire committee. As the committee
organizes their full plan, each segment of this report should be divided among members of
the committee – this group approach should allow individuals to tackle a small segment of
the report and not become overwhelmed with the vast nature of the county marketing plan.
The committee should utilize the expertise and experience of the Georgia Department of
Economic Development (Project Development, Product Management, and Marketing
teams) for continued evaluation and support as the plans develops.
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Marketing Partnership with Columbus State University
Organization - Support
Columbus State University is making a major investment in the community through the
future management of Pasaquan. As a result, the community should leverage this
partnership through the development of a marketing partnership with the CSU Department
of Communication and NPACE Center (Non Profit and Civil Engagement Center).
While the Marion County community leaders will lead the direction of the marketing plan,
CSU can serve as a major advisor in the following ways:
• Market Research
• Multimedia Productions
• Web Design
• Strategic Communications Planning
• Public Relations/Marketing Consultation
• Media Coaching
• Professional Training and Development
• Broadcast Support
• Graphic Design
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What is marketing?
From Merriam-Webster Dictionary:
“The action or business of promoting and selling products or services, including market research and
advertising.”
Let’s take the official definition and break it down:
The action or business – Good marketing is about CONSTANT action. In the world of tourism marketing, if you
slow down and stop your action at any moment, you will be left behind in the dust of visitors going to other
destinations.
promoting and selling – Marketing consists of pushing information across hundreds of different types of media
channels. This report will help Marion County identify the key channels for distributing your message. As the
communities and county grow the tourism reach, the community will slowly add new and diversified channels
to expand markets.
products or services – This includes EVERY reason a visitor would come to Marion County, from Pasaquan to
private businesses supporting the industry.
including market research – Market research is the KEY to successful marketing that results in a return on
investment. For large communities, this consists of market studies to identify the key markets, media and platforms
for success. For smaller communities such as Marion, market research relies on material from the state as well as
other tourism partners and resources such as CSU. Market research can also be as simple as picking up the phone
and asking an tourism professional for their professional experience and opinion.
and advertising. – The key to effective advertising is utilizing the market research you’ve collected.
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Hotel / Motel Tax
Georgia State Code 48-13-51(a) (1) (A)
Local governments may levy and collect an excise tax upon the furnishing for value to the public of any room or
rooms, lodgings, or accommodations furnished by any person or legal entity licensed by, or required to pay
business or occupation taxes to, the municipality for operating a hotel, motel, inn, lodge, tourist camp, tourist cabin,
campground, or any other place in which rooms, lodgings, or accommodations are regularly furnished for value.
Generally the restricted portion of tax revenue must be used for: Promoting, attracting, stimulating, and
developing conventions and tourism
Recommendation:
While there is currently limited lodging in Marion County and Buena Vista, it is in the best interest of both
governments to pass a local ordnance for a 5% bed tax on all of the following: hotel, motel, inn, lodge, tourist camp,
tourist cabin, campground, or any other place in which rooms, lodgings, or accommodations are regularly furnished
for value.
This tax will generate a small amount of money that can be allocated towards tourism marketing The City and
County can contract with the Chamber of Commerce to allocate this money towards promotions and advertising.
Passing this measure now is important for future hotel development in Marion County. As a hotel development
comes into the county, the developer needs to know that this tax money is prepared to market tourism and visitation
in the area.
More Information:”
http://www.dca.state.ga.us/development/research/programs/hotelmoteltax.asp
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What is marketing?
Marketing can be…
• Traditional Print Advertising
• Internet Advertising
• Brochures
• Mobile Promotions
• A Facebook page, a Twitter Account, a YouTube Video.
• Press releases
• Promotional Events
• Traveling Displays
• Regional Partnerships
• Relationships
• Travel Shows
BUT, destination marketing is different in EVERY community.
The marketing plan for Columbus, Georgia will look
completely different from the marketing plan for Marion
County.
Every community is different and very visitor travels for
different reasons. Therefore, marketing YOUR community is
very different experience than every other destination in the
State.
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Marketing
Submarkets of Tourism
Cultural – Visitors are interested in local traditions, food and wine, arts, theatre, music
Adventure – Active participation activities such as zip lining, hiking, horseback riding, cycling
Natural – Includes environmental tourism, ecotourism, and nature tourism.
Heritage – Visitors looking to discover stories of the past and walk where legends walked.
Agritourism – Tourism in which tourists visit active farms and experience agriculture personally.
Sports – Whether a participant or spectator, sports tourism is an industry bringing regional, state and national
visitors of all ages to communities.
Leisure – Travelers looking for a getaway and something different, not necessarily traveling with a schedule,
open to new discoveries.
Business – Usually weekday travel, working during the day, but looking for leisure activities in the evening.
Educational – Friends and family visit students; university events may bring in out-of-town visitors.
Snowbirds – Northerners traveling to Florida beach destinations who spend time experiencing Georgia during
travel to-and-from their final destination
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Developing Your Tourism Plan…
It is your goal to persuade potential tourists, residents, and
outside businesses that your town is unique--or has a
differential advantage from every other community in Georgia.
To be successful, tourism must be locally driven. A tourism plan
should create an incentive for broad local involvement so that
the end result accurately reflects your community’s culture,
heritage, values and goals.
According to the National Trust for Historic Preservation, an
effective tourism plan should incorporate the following five
principles:
•Find the Right Fit –Define Your Purpose
•Tell Your Own Story –Focus on Authenticity and Quality
•Preserve and Protect Your Resources –Foster a
Preservation Ethic
•Make Tourism Sites Come Alive –Tell a Story
•Collaborate with Partners –Form Alliance
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Marketing
Before you Begin – Identify whether Your Product is Market Ready?
Market Ready = A product that is ready to accept visitors and portray the brand of your
community
AN IMPORTANT PART OF TOURISM MARKET READINESS IS CLEARLY UNDERSTANDING
WHAT YOU OFFER AND HOW IT DIFFERS FROM THE COMPETITION, AS WELL AS HOW YOU
MAY WANT TO DIVERSIFY BASED UPON THE CONSTRAINTS OF YOUR FACILITY AND
RESOURCES. WHAT IS YOUR CURRENT PRODUCT OR SERVICE OFFERING?
Do you currently offer products/programs/services at your site?
Do you currently set business goals and have a method of tracking success and customer
satisfaction with the products/programs/services offered? How? How often?
Does your product/service offer a quality experience to visitors? How do you know?
Does your product/service offer something unique? What is it and how do you know it is unique?
Is your product/service recognized locally, regionally, nationally, internationally?
Do you update existing products/programs/services and develop new offerings? How frequently
and what drives these updates/new developments?
Are you aware of who your competition is, how they operate and their unique advantages?
Have you worked collaboratively with other product partners in your area?
Are you looking for opportunities to develop additional products, programs or services? Why?
Only market attractions, businesses, restaurants and attractions that are market ready!
Products that are not market ready will only disappoint your visitors!
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Marketing
Step #1 – Market Research
General Research
Before beginning any element of a marketing campaign, extensive research to understand your
market is essential. What is the age of my target visitors? Where are my potential visitors located?
What type of accommodations are our visitors looking for? Fortunately, all of the research completed
by GDEcD Tourism Division is available to partners for dissecting their own market.
As a general rule, the research of GDEcD shows that our target demographic for planning travel is
women, age 35-65 in the Southeastern United States. However, because of the influence of
Pasaquan, the demographic set for Marion County could be different – only research can tell.
MarketGeorgia.org
The following research is available for free to all Georgia Tourism Partners on MarketGeorgia.org:
•
Smith Travel Research (STR) – Reports on state and regional hotel occupancy
•
USTA Reports - Demographic Information
•
Industry Trends from various economic agencies
•
County by county economic impact reports
•
Visitor Demographic Reports
•
VisaVue – Spending Demographics on visitors to Georgia
Resource:
Andria Godfrey – GDEcD Director of Tourism Research
agodfrey@Georgia.org
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Marketing
Step #2 – Identify Your Brand
Branding is NOT your logo.
Your brand is what people travel to your community to
experience.. It’s about delivering a consistent message and
meeting expectations.
You can’t do that with a logo. A logo merely reinforces the
brand! The first step of branding is to understand and agree
on your community’s core identity.
•
Narrow your assets list with your partners and
stakeholders in your assessment. Include as many
community members as possible.
•
Remember, your community’s unique history and historic
resources are tremendous assets.
•
Once you have identified your top 4-6 assets, you will
need to identify the most important, or key asset. This will
be the “engine” that drives your community development
strategy. From this key asset, you will develop your
brand.
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Marketing
What is our Brand?
A brand represents the spirit and culture of a community.
Sample brands from other Georgia communities:
• Albany, Georgia – Where History and Nature Flow
• Blairsville, Georgia – Each Season Something New
• Cartersville, Georgia – Georgia’s Land of Cowboys, Indians & Southern
Legends
• Dahlonega, Georgia – It’s Pure Gold
• Lincoln County – Georgia’s Freshwater Coast
• Milledgeville, Georgia – Capitals, Columns and Culture
• Monroe County, Georgia – Targets, Trails and Fried Green Tomatoes
• Rome, Georgia – Where the Rivers Meet and the Mountains Begin
• Vidalia, Georgia – Full of Local Flavor
Proven Results
The most proven concept of tourism marketing is to embrace only the most truly
unique elements of a community. As you market these and develop their
recognition, the surrounding businesses and attractions without a unique
approach benefit from the developing business.
Example: Monroe County, Georgia.
Monroe County is home to Juliette, filming location of Fried Green Tomatoes.
With this unique location as the focus of their marketing, this business serves as
the ‘hook’ for the community. Visitors travel to Monroe to experience the Whistle
Stop Café (the filming location) and its surrounding lure, but the result is money
spent throughout the community at all business. The unique hook lands the
business, but the business is shared by the entire community.
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Marketing
Land of Pasaquan – Buena Vista,
Georgia
Because of the significant, unique nature of Pasaquan, the
resource team recommends initially embracing Pasaquan
as the initial focus of your branding:
• Land of Pasaquan – Buena Vista, Georgia
Future Growth of Brand
As with any organization or community, the brand of
Marion County will need to grow and expand as the
tourism resources recommended in this report come to
fruition.
While Pasaquan will always be one of the most unique
elements of this community, new products could change
the overall brand and introduce new opportunities for
marketing. Flexibility is key in the future outlook and
understanding that the brand will need to grow with the
community.
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Marketing
Step #3 – VISUAL IDENTITY (Logo)
Once a firm, solid brand is determined and vested by all
community members involved with the tourism industry, a
community wide logo can be constructed to represent the
brand.
Remember, the brand = the spirit of the tourism community.
The logo is simply a visual identity of that brand.
Once implemented, your visual identity should be consistent
across all platforms – from visitor guides and brochures to
social media and online ads.
How to Create:
• Many Georgia companies offer creative design services to
tourism organizations and communities – GDEcD can
provide a list of recommended companies
• Many universities offer creative design as student work
projects – A partnership with CSU is recommended for a
no-cost visual identity / logo
Unified Visual Image of ExploreGeorgia
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Marketing
Sample Visual Identities
A brand represents the spirit and culture of a community.
Sample strong brands from other tourism organizations:
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Marketing
Step #4 – BASIC COLLATERAL
The simplest and most bang-for-your-buck method with which
to begin is the development of collateral, which is a marketing
term for print materials.
A rack card is a two-side collateral piece with a clear
message on the top 1/3 of the card, printed on stiff paper,
with strong visual images and bi-focal friendly font. FIRST –
your attraction / community name and location, THEN your
visual images.
A brochure is usually a trifold (one piece of paper printed on
both sides and folded into thirds). It can be printed on matte
or glossy paper. The front cover is the most important, and
the top 1/3 of the front cover is even more important.
Professional brochures measure 9x4 inches and can be
produced at minimal cost.
STRONG EXAMPLES
• Visit Milledgeville
• Monroe County, Georgia
• Cartersville / Adairsville Georgia
(All brochures listed and more available for download on
ExploreGeorgia.org, in any Georgia Visitor Center, or from
you GDEcD Project Manager)
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Marketing
Routes for Creating Basic Collateral
1. County-Wide Brochure - Many counties develop a countywide brochure and share the expense among the
participating community and businesses. Funding can
come from county funds, hotel / motel tax, individual city
governments, or a full co-op.
• A co-op brochure is funded by each listing
attraction or community splitting the cost of the
brochure production and printing. Costs can be split
evenly or be based on the amount of space that
each organization requires for their listing.
2. Theme-Based Brochures – Individual segments of the
tourism industry can come together to produced themed
brochures promoting their sub-market to visitors.
Examples include a rack card pushing only the historical
attractions or a brochure promoting the agritourism
activities throughout the region.
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Marketing
Tips for Collateral Development & Distribution
1. Is print collateral still relevant? YES! Randall Travel Research has
concluded that print collateral will continue to be extremely relevant until
the last of the baby boomers stop traveling. That will probably be sometime
around 2035.
2. Community brochures are a chance for businesses and organizations to
partner with their communities, buying advertising in the community’s
composite brochure. Communities then support the businesses by being
responsible for getting the collateral out to where it can be distributed – into
state and regional visitor centers, hotels, and other locations that distribute
collateral materials, and maintaining the displays in those areas at all
times, keeping them stocked and attractive.
3. Consider developing and installing colorful but tasteful kiosks, all the same
style, with prominent locations in each community, to obtain your
brochures/rack cards and access information 24 hours a day. The kiosks
could be funded through community and business sponsorships.
Sample Outdoor Information Rack
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Marketing
Step #5 – Internal Education
“What’s there to do in Buena Vista?” “Nothing… You need to go to Columbus.”
Educating Your Fellow Citizens on the Impact of Tourism
When the term “tourism” is mentioned, many local citizens think of Panama City Beach or
Gatlinburg. It takes a major effort on the part of local leaders to educate all citizens on the
attractions, restaurants and businesses within your community. In addition, many people are
unaware of the positive economic and social benefits that an active tourism economy can provide
in a local market. Marion County should take the follow approach to educating local citizens:
Local media coverage: Take every opportunity available in the local media to spread the good word of the
positive impact of tourism on Marion County.
Tourism Speakers Bureau: A representative needs to speak to every community organization multiple times per
year with an update on development. This includes surrounding counties and the Columbus area to educate the
region on your county.
Preaching the success stories to citizens: A newsletter touting all that is happening in tourism should be
developed and distributed monthly to every business in the county – from major attractions to small gas stations.
The “This Week at Callaway,” a simple one-page weekly update that is produced weekly and distributed to all
employees of Callaway Gardens, is a prime example that communicates news, upcoming events and
advancements with the property.
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Marketing
Internal Education – Customer Service
Making Sure Customer Service is the #1 Priority
Customer Service is a key element in developing relationships with visitors that will
bring repeat business to your county. Customers want to experience southern
hospitality, especially in a county with such a unique culture. THEY WILL EXPECT
IT. Every frontline employee, whether it is the clerk in the pizza parlor or the owner
of the antique store, needs to be knowledgeable about all that there is to see and
do in your area.
Reward Program
All frontline employees in Marion County – from guides at Pasaquan to gas station
employees – should go through training from the Chamber of Commerce. The
training should present methods for amazing customer service, information on local
and regional attractions and directional assistance. Service employees should be
given an incentive to attend training, such as public recognition, an award or gift for
attending.
Communities with great customer service reward their best community
ambassadors. Explore creating a unique customer service program to recognize
the best of the best in customer service, from the restaurants to the government
offices – you never know who a visitor will encounter.
Example: Superstars of Service in Rome, Georgia
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Step #6 – Regionalism
Regional Partnerships
One of the most important marketing techniques in tourism is building and maintain regional
relationships.
When was the last time you visited a county? People don’t visit counties, they visit attractions, cities and
regions. It is essential that your tourism plan reaches beyond the basic county lines of Marion. When
visitors come to Georgia, they are not aware of county, city or governmental lines – they are simply
traveling to a region to explore authentic Georgia. Visitors to Americus, Georgia will journey into Marion
County to see Pasaquan and other attractions without any perception that they are in separate counties
– they just see the cities and attractions. A regional approach is the most effective and important method
for marketing tourism because it presents tourism in a manner easiest for travelers.
Presidential Pathways Travel Association
Networking is a key element in marketing your tourism product. The relationships that you develop with
other people who work in the industry are vital to the success of your marketing plan. The Presidential
Pathways Travel Association (PPTA) is an independent 501(c)6 organization that is made up of tourism
partners throughout the 20 counties of Central West Georgia. This gives you an opportunity to meet
other people who work in the industry, learn what they are doing to market their product, and how you
can partner and co-op with them to enhance your marketing efforts.
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Neighboring Tourism Communities
The location of Marion makes partnerships with neighboring communities a priority. Strong
partnerships should be built with the following neighboring tourism organizations:
Muscogee County – Columbus Convention & Visitors Bureau
https://visitcolumbusga.com/
Sumter County – Americus / Sumter County Tourism
http://visitamericusga.com/
Sumter County – Andersonville Tourism / Main Street
http://www.andersonvillegeorgia.info/
Sumter County – Plains Better Hometown
http://www.plainsgeorgia.com/
Harris County – Pine Mountain Tourism
http://www.pinemountain.org/
Talbot County – Talbot County Chamber of Commerce
http://talbotchamber.org/
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Partnership with Paradise Gardens
Regional Partnerships
Paradise Gardens, located in Summerville, Georgia,
is the most significant art environment in Georgia that
is similar to Pasaquan. A great working relationship
with Pasaquan is a key to success for both sites.
Partnerships could include:
Co-Op Marketing Between the two sites
• As simple as making sure visitors to each site
know about the counter part
• In the future, advertising dollars could be
co-jointly expended
A ticket package with hotels for both locations
Paradise Gardens:
Manager: Jordan Poole
200 N Lewis St, Summerville, GA 30747
(706) 808-0800
Paradise Garden
Summerville, Georgia
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Regional Connections – Tourism Trails
Tourism driving tour trails are regional connections tied together with a common theme. These
trails span a variety of distances with some as small as a two county area and others as large as
a forty county area.
Examples of strong Georgia trails:
• North Georgia Farm Trail - http://www.gafarmtrail.com/
• Georgia Antebellum Trail - http://www.antebellumtrail.org/
• Georgia Blue and Gray Trail - http://www.georgiabluegraytrail.org/
• Georgia Grown Trail: Highway 37 - http://georgiagrowntrail37.com/
Have an idea for a regional trail? Your GDEcD project manager can help you build partnerships
and establish a regional themed trail.
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Step #7 – Advertising and Public Relations
Who’s the target market?
Research conducted by GDEcD and the US Travel Association indicated that the target market
for the majority of Georgia destinations is 25-55 year-old women in the Southeastern United
States. These women are planning trips for the entire family, including grandparents or
grandchildren.
Market Research
Market research is the process of determining what messages should be told and to what
individuals they should be told to in order to recruit new business clients. Many free resources
exist for Georgia Tourism Partners in order to effectively reach new visitors.
Free resources provided by the Georgia Department of Economic Development:
• Visitor Volume and Demographic Reports
• Smith Travel Research Hotel Lodging Reports
• Tourism Satellite Reports
• VISA VUE International Spending Reports
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Marketing
Dedicated Tourism Website
Website Evaluation
An effective website is one of the most essential elements in tourism planning. The only more influential factor is
recommendations from friends and family.
Web analytics should be used to determine if the website is meeting the goals of driving new visitors. If web analytics are
currently not be used, Google Analytics can be installed for free and show the following information:
•
Impressions
•
Unique Visitors
•
Pages viewed per visit
•
Time Spent on Site
•
Viewer information including location, certain demographics, etc.
•
Source of viewer (what website linked them to your website)
In considering the effectiveness of your website, the following questions should be asked:
•
Does our website embody our unique brand and visual image?
•
Is our website easy to use for all demographics visiting our website, age 20-60? Both tech skilled and unskilled?
•
Is our website visually appealing and focused on visually stimulating images?
Joint Websites – Not Recommended
It is highly recommended that you choose a dedicated tourism website separate from the City, County or Chamber of
Commerce. While local citizens may want all their citizen services in one place, you want this separate from tourism
because it is a completely different market viewing the material. You do not want your visitors getting distracted by
information on waste-water treatment and leaving your website without deciding to visit.
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Marketing
Dedicated Tourism Website
Quality Content
•
•
Does our website contain quality, easy-to-navigate
information?
Does the website contain information for all the submarkets of travel and tourism?
•
Leisure travelers (historical, eco-tourism,
Agritourism)
•
Group travel (motor coach itineraries)
•
Travel media (Media & Press Room with story
ideas)
•
Calendar of Events with all local events appealing
to tourists?
The Best Tourism Websites
The following websites are strong examples of visually
appealing websites with quality content:
•
Savannah - http://www.visitsavannah.com/
•
Rome - http://romegeorgia.org/
•
Cobb County - http://www.travelcobb.org/
•
Macon - http://www.maconga.org/
•
Blue Ridge - http://www.blueridgemountains.com/
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Marketing
What to include on your website
•
Information on all attractions, lodging, and
restaurants:
• Name
• Description
• Address
• Phone
• Website
• Email
• Description
• Days and Hours
• Social Media Links
Examples of quality listings:
http://romegeorgia.org/dining/harvest-moon-cafe/
http://romegeorgia.org/attraction/oak-hill-themartha-berry-museum/
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Marketing
What to include on your website
• Group Tour Information
• Itineraries
• Direct contact information for group tour assistance
• Meeting, Sports and Family Reunion Information
• Meeting Spaces
• Sports Facilities (Ball Fields)
• Family Reunion spaces and resources
• Caterers, activities and etc. for families
• Media Room
• Press Releases
• Story Ideas
• Information on major attractions
• Contact information for a media coordinator
• Calendar of Events
• Include ALL events that could have a potential draw to visitors
• For many tourism marketing organizations, this is the most high traffic area of the
website!
*Important – When including contact information on your website, DO NOT simply give a form for
potential media and business to submit. Include a Name, Phone Number and Email for a primary
coordinator in each of these areas! Make contacting you as easy as picking up the phone!
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Marketing
Advertising and Public Relations
When to begin advertising?
Because of such limited funds, we recommend not focusing dollars on paid advertising. Instead,
the tourism team recommends focusing on the other areas of this marketing plan (partnerships,
public relations, website creation).
In 3-5 years, if the tourism budget is developed and considered sustainable, paid advertising
across the state can begin. Because of the quickly changing nature of the advertising industry, no
recommendations for potential markets can be made at this time. Representatives from GDEcD
can make recommendations for advertising in the future.
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Marketing
Advertising and Public Relations
Public Relations
With little to no funds, Public Relations is the #1 tool for marketing your community.
Press Releases
Traditional editorial coverage of a travel will always be the #1 reason visitors travel to your area.
One press release that you write and send to the media can generate more visitors and return on
investment than your entire marketing budget.
Building relationships with local, state and regional media is one of the best methods of gaining
free press coverage of your tourism destination.
Resource:
GDEcD employees a Communications Specialist for the tourism industry in Georgia. This
individual maintains relationships with local, state, national and international media and offers
connections to local communities.
Emily Murray, GDEcD Communications Specialist – Tourism
emurray@georgia.org
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Marketing
How to Write a Proper Press Release
1.
2.
3.
4.
5.
6.
7.
8.
Begin with a strong, interesting headline.
In informational press releases, make sure to cover the 5 ‘W’s:
•
Who, What, When, Where, Why (And also How!)
Make sure to include supporting quotes.
Keep it short and to the point.
Write in AP (Associated Press) Style. The main points of AP Style are located online.
EDIT. EDIT. EDIT. When an editor gets your story into his inbox, the #1 determinate of
whether your story is published or not is how long it will take him to edit for content, copy and
AP Style. The more work you put into the article, the more likely you are to be published.
Include a 30-second summary of your article at the close for radio and social media.
Send via email for quick and efficient editing for the media.
If possible, recruit a community volunteer who has previously worked in journalism or media.
They will know the proper techniques for press releases and writing in AP Style.
Sample: http://gastateparks.org/info/214408?eventid=748
Sample: http://www.callawaygardens.com/sites/default/files/rASO%202014.pdf
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Where to Send Press Releases - Media to Target
Regional Media – Newspapers and regional magazines are constantly looking for special interest
stories on unique travel destinations across the United States. Large attractions like the Georgia
Aquarium, CNN Studios and Callaway Gardens are constantly pushing stories to the small and
regional magazines, so these editors look for unique stories from smaller towns to publish.
Independent Travel Writers – Travel media includes independent travel writers who write and
sell articles to publications across the US. The GDEcD Communications Office can assist with
reaching travel writers. Travel writers often ask for complementary rooms, meals and admissions
to all sites and attractions they visit. Travel writers who contact you for free visits to your
community should be vetted by ensuring that they have produced quality results for similar
communities in the recent past year.
Traditional Travel Media – Many traditional print media in the south has a large focus on travel –
GEMC Georgia Magazine, Southern Living, Garden and Gun, Atlanta Magazine, Southeastern
Antiquing and Collecting Magazine, and other uniquely southern travel publications.
Unfortunately, as the print industry has evolved with internet media over the past decade, almost
all magazines and newspapers have closed their travel department. These publications now rely
on independent travel writers and press releases for their content.
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Marketing
Media Kit & Online Media Room
Every community should have an established press kit (also known as a media profile sheet)
prepared at all times to respond to requests from interested media.
An effective media kit is only 2-pages, front and back (When GDEcD promotes media kits from
around the state, each county is limited to only 2 pages). An effective tourism media kit provides
inspiration for writers; a media kit does not need to provide every detail a writer needs, just the
inspiration to seek out additional information from a provided link. Links should direct writers to full
information on the attraction, story idea or other information within the online media room within
your website.
Online Media Room
Online media rooms provide full information on all the story ideas you provided in your media kit.
Additionally, it should include itinerary suggestions and full contact information for community
media contacts. Full contact information is an email, work phone and cell phone – media under
deadlines do not have time to fill out a contact form and wait for you to leisurely return their
message. You get them the information they need ASAP or you won’t be included in their article.
Example: LaGrange, GA - http://www.lrc-media.com/media-room-network/media-rooms/lagrangega/
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Step #8 – Social Media
Should I be a social guru?
Yes, BUT only if you have the proper amount of time to devote to managing a social media
account. The only thing worse than NOT being on social media, is BEING on social media and
NOT MANAGING your accounts. If you can’t commit to running them properly, social media will
only hurt you.
What social networks should we be on?
1. Facebook is the most recommended social network for beginners in travel and tourism.
•
The fastest growing and most interactive demographic on Facebook is women Age 3565. The #1 market for planning family vacations in Georgia is women age 35-55. The
demographics make this the perfect social network for tourism.
•
Marion County Tourism should create a social media page (NOT profile or group)
based on the group’s brand and visual identity.
•
Posts should be made 5-7 times per week. Posts should be short, 1-2 sentences, and
promote an attraction, event or special site that is MARKET-READY. Posts should be
made from a professional voice and include a high-quality professional photo.
•
One person in the community should be designated to manage your official
social media. A consistent voice is key.
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•
What other Facebook pages should I engage?
•
Explore Georgia – The Official Social Media arm of GDEcD. Run by Lauren Cleland,
Social Media Professional, she will promote your events and posts and bring exposure
and expansion to your pages.
•
Presidential Pathways – Regional Travel Association Facebook Page
•
What other social media should Marion County be active on?
•
Currently, the resource team recommends that Marion County do not consider any
other social media besides Facebook. Once Facebook is successful for at least one
year and proving a ROI, other social media can be considered under the advice of the
GDEcD social media expert.
•
Supervise and Maintain TripAdvisor:
•
Nearly all of your hotels, restaurants, attractions and some other sites are already listed
on TripAdvisor. Designate one person to respond to comments whether positive or
negative.
•
Resource
•
Lauren Cleland
•
GDEcD, New Media Manager - Tourism
•
lcleland@Georgia.org
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Step #9 – ExploreGeorgia
Overview of ExploreGeorgia.org
• Consumer website for Georgia Visitors
• ALL Georgia Attractions, Hotels, Visitor Centers,
Trails, Parks, Tourism Entities, and EVENTS
can be listed for FREE
• Content for e-newsletters, marketing
campaigns, social media, and all promotions is
gathered from ExploreGeorgia. To be included in
any campaign, your updated information must be
on ExploreGeorgia
• 1.6 Million unique people visited ExploreGeorgia in
2013 with over 500 million total impressions
throughout the site
• Login Information available from Vickie Sanders,
Interactive Manager, at vsanders@Georgia.org
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Overview of MarketGeorgia.org
Market Georgia is the industry website for all official Georgia Tourism Partners. The website
details all the resources and programs offered by the GDEcD Tourism Division.
Resources
•
Business Development Show Schedule
•
LEADS – Group Tour, Conferences, Sports and Media
•
Research – STR Reports, USTA Reports, Industry Trends
•
County by county economic impact reports
•
Visitor Demographic Reports
•
Grant Information
•
Regional Manager Reports
Programs
• Georgia Advertising Co-Ops
• Business Development Co-Ops
• Georgia Visitor Information Center Co-Ops
News & About Us
• Industry News from Georgia and throughout the US
• Contact Information for all Georgia Tourism Contacts & RVICs
• 2015-2016 Complete Strategic Plan
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Step #10 – Local Visitor Center Strategy
The Gateway to Your Community
The Visitor Center is the gateway for visitors. The Visitor Center is your official “Welcome” to all
visitors to your area. A Visitor Center should be easily located with directional signage that
makes finding this facility “idiot-proof.” Ample parking, accessibility, public rest rooms, friendly
helpful staff and thorough displays and information about the area are all critical components of a
Visitor Center. The visitor center needs to function as a staging area for visitors and as an
orientation for all the unique and wonderful things to see and do in all of Marion County.
Because most visitors to Buena Vista will be traveling to Pasaquan as their primary destination for
the next initial 1-2 years as new product is being created, it is essential to have a central location
for visitors to arrive. This sense of arrival provides an orientation to the county and city as whole
prior to traveling to the main destination and inspires visitors to spend money throughout the
entire county. Because most visitors travelling from Columbus could potentially miss the city
center as a whole, a visitor center is key to driving traffic to the entire community.
Visitor centers can be stand along buildings or can be housed in the lobby of public facilities
(courthouses, city halls, libraries, etc.). Some communities also install outdoor visitor kiosks in
that provide maps, visitor guides, and brochures 24/7.
All visitor centers and kiosks should have strong visual signage and directional signage on the
gateway entrances to each community.
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Step #11 – State Visitor Center Strategy
Utilizing Free and Low-Cost Opportunities Provided by
the State of Georgia
1. The #1 best FREE marketing opportunity for Georgia
communities is building strong relationships with the 11
Georgia Visitor Information Centers (VICs). The two most
vital centers for Marion County are the Columbus Visitor
Center (Williams Road) and the Plains Visitor Center. A
strong relationship with the front line personnel of the
Georgia VICs will have a strong return on investment by
directing visitors straight into to your community with their
wallets open.
2. The state visitor centers are available for both indoor and
outdoor displays. Art from Pasaquan, collages of local
attractions or other displays make visitors curious and
get our visitor center specialists talking about your
county.
3. Participate in the 11 Georgia VIC Georgia On My Mind
Days – this free show is scheduled April – October at
each Georgia Visitor Center around the state.
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Step #12 – International
Visitation & Itinerary Creation
Itinerary Strategy
International visitation is an important
market for the Georgia tourism
economy. With the significance of
Pasaquan to the international art
community, this market should be a
focus for Marion county.
Top International Markets for
Georgia Tourism:
1.
2.
3.
4.
5.
6.
7.
Canada
Japan
UK
Mexico
Brazil
China
Germany
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Receptive Tour Operators
GDEcD works with international tourism companies
in key markets to craft packages and itineraries.
Each tour and package is unique and focused on a
theme.
Hub and Spoke Method of Group Travel
Visitors do not recognize or care about city and
county lines. Focus on activities in the region
without being concerned with boundaries. Partner
with neighboring communities to ensure that
Marion County attractions are one of the spokes
from which the traveler hub and spokes while
visitor other communities.
These itineraries and group travel packages will be
used by GDEcD International and Domestic Sales
Staff as they market all of Georgia.
Resource:
Tracy Vaughn – Director, International Marketing
tvaughn@georgia.org
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Step #13 – Packaging
What is tourism packaging?
“A package combines two or more products so the customer and market segment being targeted
gain an advantage compared with buying the items separately. Core holiday components, such
as transport, accommodation, meals, attractions and entertainment, can be carefully combined
into a complete packaged experience. Packages provide the customer with either greater
convenience or a more competitive price.” In the world of easy to purchase cruise and one-click
vacation packages, traditional destinations must adjust their presentation to attraction busy
moms. Packages reduce the time and money spent looking for key product and booking
information on a destination.
How To Create a Package
Packages book together similar tourism products (Pasaquan, historical tours, museums in
Americus and Columbus), accommodations, restaurant gift certificates, coupons for shopping and
other items. Often, a special gift (such as a local book or piece of art) serves as a package
incentive.
Sample: Callaway Gardens - http://www.callawaygardens.com/packages/featured-packages
Sample: CityPass - http://www.atlanta.net/visitors/seedo/citypass.html
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Step #14 – Camera Ready Program
Georgia Camera Ready is a certification program of the GDEcD Film Division. Marion County is
fully certified through the program designed to connect film producers and location scouts with
unique filming sites throughout Georgia. Each Camera Ready Community maintains an active
county liaison who oversees locations, film scouting and film crew coordination.
Camera Ready Communities provide the following to film producers and scouts:
• Contact information for any local production resources they might have, such as caterers,
office space, equipment rental, props & wardrobe, etc.
• Detailed information about locations
• Lodging suggestions
• Local maps
• Nearby airports, hospitals and shopping centers
• Local government contacts and any filming requirements.
Full information on the Camera Ready Program and uploading potential film locations can be
found at:
http://www.georgia.org/industries/entertainment/georgia-film-tv-production/camera-readycommunities/
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Final Notes – Marketing Your Destination is Ever Evolving
We live in a world that is constantly changing and evolving; thus, the techniques we use to bring
visitors to our communities across Georgia will constantly change. However, the core principals of
tourism marketing will always remain: we are in the business of selling authentic Georgia
vacations to families looking to discover the interesting stories and human connections of our
land.
Final thoughts on tourism marketing:
Marketers rarely talk about fun directly, but in designing digital offerings that promise an
"experience," or when focused on building customer relationships, the covert subtext of most
advertising should be aimed at creating the feeling of fun.
– Bob Deutsch, President, Brain Sells
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Conclusion
Marion County has a diverse number of potential tourism sites, many of which need to be made ready,
packaged and marketed. Tourism is already a significant part of the Marion County’s local economy, however, if
it is to expand, then a more focused and structured strategy must be put into action. The community leadership
must become more informed and involved as to how tourism can function as a viable means to job creation and
economic sustainability.
Marion County will benefit the most if there is an open collaboration and partnering of all the diverse sites.
Following readiness, marketing is crucial to promoting and showcasing your resources to the tourism market.
And remember, because of limited resources, partners will need to come together to promote not only each
entity, but to promote the collective whole. A successful tourism program is inclusive not exclusive.
As the Team stated during the reconnaissance visit: “…the restoration of Pasaquan is happening; the question
remains…will there be a simultaneous restoration and movement toward readiness in Buena Vista?”
The Resource Team hopes the community will utilize this publication in starting, evaluating, and expanding your
heritage and cultural tourism program. There are many resources available to provide assistance to you in
packaging and promoting your community. Many of these are listed in the heritage tourism handbook and are
available online at www.gashpo.org and www.georgia.org.
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The Tourism Resource Team
Bruce Allen Green
Cindy Eidson
Bruce, Tourism Product Development Director at
GDEcD is a native of Valdosta, Georgia where he
received a BS in Biology from Valdosta State College
and did Masters work in Secondary Education. He
has served as: Valdosta Heritage Foundation,
President; City of Tifton, Main Street Manager;
Georgia Main Street Association, Charter President;
Catherine Tift Porter Properties, Property manager;
Georgia Municipal Association, Manager of the Office
of Downtown Development; Georgia Department of
Community Affairs, Director of the Office of Rural
Development, Research and Communications. Active
in historic preservation and community development,
he keeps abreast of trends in quality growth and
environmentally sensitive development while
maintaining interests in the arts, creative economies,
architecturally significant affordable housing and
gardening.
Cindy is the Assistant Director for Tourism Product
Development with the Georgia Department of Economic
Development (GDEcD). Cindy received a Master’s of
City Planning from the Georgia Institute of Technology
and a Bachelor of Housing and Community Economic
Development---Family and Consumer Sciences from the
University of Georgia and completed preservation
studies in Historic Preservation from Georgia State
University. Cindy is a former Manager for the Office of
Downtown Development with the Georgia Department of
Community Affairs for almost 2 years; and also serving
as Manager over Training and Special Projects with the
Office of Downtown Development for 9 years as well as
Better Hometown Program Coordinator for 4 years and
as the Main Street Manager for both the City of
Gainesville and Newnan Main Street Programs. With a
total of 23 years of downtown planning experience, Cindy
also worked as a Preservation Planner Intern with the
Georgia Mountain RDC and 6 years with the University
of Georgia’s Cooperative Extension Service.
(404) 962-4092
bgreen@georgia.org
Georgia Department of Economic Development;
(404) 962-4844; Fax: (404) 962-4093;
E-mail: ceidson@georgia.org
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Tina Lilly
Tina Lilly serves as Grants Program Manager
with Georgia Council for the Arts. In this
position she manages grants and programs for
single-discipline arts organizations as well as
the Touring Artist Roster. Previously, she was
Executive Director of the Madison-Morgan
Cultural Center and Administrative Director for
7 Stages Theatre. Tina holds an MFA in
Directing from The Theatre School at DePaul
(formerly the Goodman School of Drama) and
worked as an adjunct professor at The Theatre
School as well as a freelance director while in
Chicago.
Georgia Council for the Arts
75 Fifth St. NW #1200
Atlanta, GA 30308
(404) 962-4827
www.gaarts.org
Karen Paty
Karen L. Paty was named executive director of Georgia Council for the
Arts in 2011. Prior to being named executive director, she served as
GCA’s grant director. As executive director, she is responsible for
developing policies, procedures and programs, initiating statewide
partnerships and collaborations to further the division’s strategic goals of
supporting the role of the arts in the state’s economic and cultural
development and contributing to the sustainability of Georgia’s nonprofit
arts sector.
As a state arts leader, Ms. Paty has traveled throughout Georgia to
engage, educate and excite audiences about the arts by speaking at local
and statewide events such as the Georgia Forward Conference, the
Georgia Southern University Creative Economies Conference, the Atlanta
Foundation Centers’ Nonprofit Issues Forum and many others. She is also
responsible for bringing more awareness and visibility to the role of the
arts in assisting economic development, creating vibrant communities,
and contributing to a strong educational curriculum.
Upon being hired as executive director, she led the creation and
implementation of a new five-year strategic plan that redefined the
agency’s mission and goals to better provide an opportunity for the arts to
become an integral part of the lives of all Georgians. In recognition of her
valuable contributions to the arts and to the state of Georgia, Ms. Paty
was named one of the 2013 “100 Most Influential Georgians” by Georgia
Trend magazine.
Georgia Council for the Arts
75 Fifth St. NW #1200
Atlanta, GA 30308
(404) 962-4827
www.gaarts.org
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Jo Childers
Chris Cannon
Jo Childers has many years experience in downtown
revitalization and community development. She was the first
Main Street Manager for the City of Americus. The largest
project undertaken during her tenure in-the-trenches as a Main
Street Manager was the redevelopment of the 1892 Windsor
Hotel in downtown Americus. She assisted with numerous
Historic Preservation Tax Credit projects in Americus and
developed early marketing initiatives for the Sumter County
Chamber Tourism Division.
Chris Cannon is the Tourism Project Manager for the
Georgia Department of Economic Development in the
Presidential Pathway Region of Georgia. In this role, he
shares his passion for tourism and helps communities
across 19 counties uncover, compose and share their
unique story.
Jo developed and taught a Hotel and Restaurant Management
Program as well as provided Customer Service Training for the
Welfare to Work life skills classes at South Georgia Technical
College. Jo has served various leadership roles in the Office of
Downtown Development including Main Street program manager
and State Coordinator for Georgia Main Street program working
closely with the National Main Street Center.
Jo’s current role is as Regional Manager with DCA and works
with Regions 8 & 10 (30 counties) in west central and southwest
GA. Jo provides technical and educational assistance to
enhance local and regional leadership capacity working with
various agencies and groups to encourage regional cooperation.
She is the DCA liaison for River Valley Regional Commission
and South Georgia Regional Commission. Jo was the first DCA
employee to be awarded the Exceeding Excellence Award for
Customer Service in 2007. She is a graduate of Bauder College.
Georgia Department of Community Affairs
(229) 924-3707
jo.childers@dca.ga.gov
Cannon began his tourism career at the Greater Rome
Convention & Visitors Bureau where he served as Director
of Communications. Over five years, he increased online
website visitation by 450%, developed numerous
successful marketing campaigns and coordinated the
creation of an acclaimed mobile app tour of Historic Myrtle
Hill Cemetery.
Cannon, a native of Abingdon, Va., is a graduate of
Shorter College in Rome with a degree in Journalism and
Art. He now lives, works and plays in Columbus, Georgia.
Follow his travels throughout Presidential Pathways on
Instagram: @PictureThePathway
Chris Cannon
Tourism Project Manager, Presidential Pathways Region
(404) 693-0757 | ccannon@georgia.org
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Corinne Thornton
Corinne Thornton directs the Office of Regional Services
for the Georgia Department of Community Affairs. She
also serves as the director for the Georgia Academy for
Economic Development. Prior to joining DCA, Corinne
was the Historic Preservation Planner for the Lower
Chattahoochee Regional Development Center in Columbus
and also did fundraising and development for preservationrelated non-profits in Columbus. A longtime resident of
Georgia, Corinne has an undergraduate degree in Art
History from New College of Florida and a Master’s in
Historic Preservation from the University of Georgia.
Corinne lives in LaGrange, GA with her husband Jim, their
dogs, and cat.
Georgia Department of Community Affairs
(706) 340-6461
corinne.thornton@dca.ga.gov
Barry L. Brown
Barry is the Heritage Tourism Specialist with the
Georgia Department of Economic Development. He
received his Master’s in Heritage Preservation and
Bachelor of Arts in History from Georgia State
University. Barry worked with the Georgia Civil War
Commission for six years and was involved in projects
such as the acquisition of the Resaca Battlefield in
Gordon County, Cascade/ Lionel Hampton Park
acquisition in Fulton County, and the Wallis House
acquisition and preservation of the Johnston’s River
Line in Cobb County. Barry began work with the
Georgia Department of Economic Development in
2006 and is the coauthor of the popular guidebook
Crossroads of Conflict: A Guide to Civil War Sites in
Georgia. He served on the Stone Mountain Georgia
Historic Preservation Commission 2006-2009. Barry
also researched and edited the Georgia Civil War map
for the Civil War Sesquicentennial, which is available
online and in the state’s Visitor Information Centers.
(404) 962-4174
(404) 558-0537 cell
BBrown@georgia.org
115

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