February 8, 2004
Three counties. One objective. Three approaches. With all that Hancock, Harrison and Jackson counties have in common, their economic development agencies could hardly be more distinct.
The Harrison County Development Commission, the oldest on the Coast, relies heavily on taxpayers, whereas the Hancock County Port and Harbor Commission is almost entirely self-supporting. In stark contrast is the Jackson County Economic Development Foundation, which relies as much, if not more, on private sector support as it does on support from the public sector.
In terms of assets, the Hancock County Port and Harbor Commission has them all - in addition to controlling the county's port and harbor facilities, it oversees the county's airport operations and provides rail services. No such concentration of control over infrastructure exists in either Harrison or Jackson county.
Because of its financial independence, the Hancock County Port and Harbor Commission resembles a private enterprise more than a public agency. Not so the Harrison County Development Commission, where dependence on tax money often makes it the focus of very public discussions at meetings of the Harrison County Board of Supervisors. Then there's the Jackson County Economic Development Foundation - a cooperative blend of public and private involvement that, so far at least, has produced stunningly positive results in an amazingly short time.
These observations are based on The Sun Herald's examination of "The Development Game," a four-part series that concludes today.
The articles do not attempt to determine if one of these three approaches is measurably better than the other two.
But it does seem obvious that each county can and should learn from the others.
One critical lesson might be best taught by Bruce Nourse, a member and former president of the Harrison County Development Commission.
"The Development Commission has really bent over backwards to a fault to take on other responsibilities," Nourse said. "We have evolved over time from a purely economic development group to a quasi-chamber of commerce. This year we're going to really take a look at all of these activities that are not purely economic-development driven."
To assist in an evaluation of its activities, the commission has hired a consultant.
Even before that consultant turns in a report, it ought to be obvious to commissioners that their primary responsibility, if not their only responsibility, is economic development, not acting as either a chamber of commerce or a convention and visitors bureau.
As "The Development Game" series shows, credibility is an essential aspect of successful economic development. As is accountability, most especially for those dollars that come from public pockets.
Nourse, perhaps because he is a director of public relations for a casino, thinks most of the Harrison County Development Commission's difficulties are a matter of perception. "We do not educate the general public about our activities and achievements," said Nourse. "If we did, then I think 99 percent of the negative view of the commission would disappear."
If that is true, then it ought to be something that the commission can readily do something about.
If not, then the commission might consider taking a considerably different approach to economic development. And its members would not have to travel far to do the research.
Two distinctly different and successful examples sit on either side of Harrison County.
The primary job of an economic development agency is to get - and keep - other jobs. It is not a chamber of commerce.
