EDITOR’S NOTE: The Observer-Reporter introduces “Point-Counterpoint,” a series presenting contrasting views from regular contributors Dave Ball and Gary Stout. This month’s debate centers on a pivotal decision by Washington County Commissioners Nick Sherman and Electra Janis to terminate the county’s long-standing economic development agreement with the Washington County Chamber of Commerce. Was this move justified? n nAs the iconic line from “Cool Hand Luke” suggests — “What we’ve got here is a failure to communicate” — the rift reflects deeper systemic flaws. While poor communication is evident, the core challenge lies in the absence of a cohesive, strategic framework to drive regional growth. n nOver the past two decades, Washington County has experienced minimal expansion. Since 2000, population growth has reached only 3.6%, with job increases hovering between 8% and 9%. Despite recognition among local leaders and business stakeholders of the need to attract investment and boost employment — particularly amid aggressive recruitment efforts by neighboring states like Ohio — progress remains sluggish. n nKey ingredients for economic success are largely present: skilled labor, access to transportation networks, available industrial land, housing, and proximity to major interstates, rail lines, and energy sources. Yet constraints persist, especially in electricity and natural gas capacity, which could hinder large-scale industrial projects. n nDisagreement arises over accountability and results. Major developments such as Southpointe, Starpointe, California Technology Park, and Donora Industrial Park have generated thousands of jobs and hundreds of millions in capital investment. These initiatives were spearheaded not by the chamber, but by entities including the Redevelopment Authority of Washington County (RACW), the Washington County Council on Economic Development (WCCED), and the Washington Industrial Development Corporation (WIDC). Additional growth was fueled by the Marcellus Shale boom, Hollywood at The Meadows Casino, and broader market trends. n nThe commissioners cited several reasons for ending the contract: unverified claims of $33 million in new investment attributed to the chamber, lack of reporting for over a year, and failure to fulfill key duties such as participation in the Local Share Account and representation on the Southwestern Pennsylvania Commission (SPC). Although the chamber disputes these claims, evidence suggests accountability and coordination had deteriorated well before the termination. n nThese communication lapses are symptoms of a fragmented system. Washington County lacks a unified approach to economic advancement. There is no shared strategy across agencies, no standardized definitions for metrics like job creation or investment, and no alignment between the 2023 Comprehensive Plan and actual recruitment activities. Additionally, there is no countywide energy infrastructure plan, limited public transparency, and insufficient engagement with stakeholders. n nWithout a structured process to coordinate efforts, assign responsibilities, and track outcomes, agencies operate independently. Industrial zones approaching full capacity lack expansion roadmaps, while emerging sectors — including advanced manufacturing, data centers, and research facilities — receive inadequate strategic attention. These were precisely the functions the chamber was hired to deliver, yet they were never consistently provided. n nThe breakdown culminated on December 4, when the chamber demanded $460,000 from the county, alleging breach of contract and threatening legal action. By choosing litigation over collaboration, the chamber effectively closed the door on partnership, clarifying the path forward — one that no longer includes its involvement. n nMoving ahead, Washington County must adopt a modern, performance-based model grounded in strategic vision, transparency, and measurable impact. With the chamber no longer in the picture, the next logical step is for the commissioners to issue a competitive Request for Proposal (RFP) to experienced economic development firms. n nThe RFP should require: a performance-linked, renewable contract; integration of the County Comprehensive Plan with RACW, WCCED, WIDC, and other bodies; annual benchmarks for leads, site visits, conversions, investment, and employment; quarterly public reporting; defined communication protocols; and clear role delineation to prevent overlap and conflict. n nA fresh, results-oriented approach ensures accountability, tracks progress, and delivers value to taxpayers. Sustainable economic growth stems not from disputes or stagnation, but from coordination, clarity, and responsibility. A professional, competitive process aligned with the 2023 Comprehensive Plan offers Washington County its best chance to accelerate development and strengthen its future. n nThis shift marks the beginning of a new chapter. These reforms are long overdue, essential, and focused on improving economic prospects for all residents and workers in the region. n nDave Ball is former chairman of the Washington County Republican Party.
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POINT-COUNTERPOINT: A clear path forward for economic development
EDITOR’S NOTE: The Observer-Reporter is debuting “Point-Counterpoint,” featuring the opinions of Dave Ball and Gary Stout, two frequent contributors with opposing viewpoints. This month, the newspaper asked: “Washington County Commissioners Nick Sherman and Electra Janis have voted to end the longtime county contract with the Washington County Chamber of Commerce. Should they have terminated the contract?” n n“What we’ve got here is a failure to communicate.” n nThe line from “Cool Hand Luke” captures the dispute over the Washington County Commissioners’ decision to end the county’s economic development contract with the chamber of commerce. But the problem goes far beyond communication. It forces us to confront a larger issue: Does Washington County have the economic development system needed to compete in a changing economy? n nFor more than 20 years, the county has grown, but far too slowly to secure long-term prosperity. Population has increased just 3.6% since 2000, and job growth has been modest at 8 to 9%. County officials and business leaders all recognize the need to accelerate investment and job creation, especially as nearby states – most notably Ohio – aggressively pursue new employers. n nThere is also broad agreement on the fundamentals of required economic development: modern infrastructure, skilled labor, available sites, housing supply, logistics access, and proximity to interstates, rail, and energy. Washington County possesses many of these strengths but faces several constraints, especially electricity and natural-gas capacity limits that could impede new industrial projects. n nWhere there is disagreement n nThe conflict begins over credit and accountability. Industrial parks such as Southpointe, Starpointe, California Technology Park, and Donora Industrial Park support thousands of jobs and hundreds of millions in investment. These developments were led by the Redevelopment Authority of Washington County (RACW), the Washington County Council on Economic Development (WCCED), and the Washington Industrial Development Corporation (WIDC) – not the chamber. Additional growth stemmed from the Marcellus Shale boom, Hollywood at The Meadows Casino at The Meadows and broader economic forces. n nIn terminating the contract, the commissioners argue that the chamber’s claim of $33 million in new investment was unverified and failed to support the $174,000 paid annually to the chamber; that reporting and communication had effectively stopped for a year; and that key responsibilities – such as Local Share Account participation and Southwestern Pennsylvania Commission (SPC) representation – went unfulfilled. The chamber disputes this. The practical reality, however, is that communication and accountability had broken down long before the contract ended. n nCommunication failures are symptoms – not causes. The real issue is structural: Washington County does not operate under a unified, strategic economic development system. n nThe county currently has: n nNo coordinated economic strategy across agencies; n nNo shared definitions for key metrics such as “jobs created” or “investment secured”; n nNo integrated roadmap linking the 2023 Comprehensive Plan to actual recruitment efforts; n nNo countywide energy capacity strategy; n nLimited public reporting and minimal stakeholder engagement. n nWhat’s missing is a disciplined process that aligns agencies, assigns responsibilities, and measures outcomes with transparency. As a result, organizations operate in silos; industrial parks nearing full capacity lack a coordinated expansion plan, and emerging sectors – advanced manufacturing, data centers, research facilities – receive little strategic focus. These were core functions the chamber was contracted to provide, but the county never received them in a consistent, strategic form. n nGiven this structural weakness, it is no surprise the relationship ultimately collapsed. n nThat collapse became definitive on Dec. 4, when the chamber demanded $460,000 from the county for alleged breach of contract and threatened litigation. With the chamber choosing litigation over partnership, the path ahead is clearer – and it no longer includes the chamber. n nA path forward n nWashington County must replace the old model with a modern, accountable system built on strategic vision, clarity, transparency, and measurable results. n nWith the chamber out of consideration, the next responsible step is for the commissioners to issue a competitive Request for Proposal to firms with proven economic-development expertise. n nThe RFP should include: n nA limited but renewable contract linked directly to performance; n nA requirement for a comprehensive strategy integrating the County Comprehensive Plan with RACW, WCCED, WIDC, and other agencies; n nClear annual targets – leads, site visits, conversions, investment secured, jobs created; n nQuarterly public reporting; n nDefined communication protocols and deliverables; n nClarified roles among all agencies to eliminate duplication and conflict. n nA clean-slate, performance-driven approach ensures clear expectations, measurable progress, and real value for taxpayers. n nEconomic development succeeds not through conflict or inertia, but through clarity, coordination, and accountability. A competitive, professional process aligned with the 2023 Comprehensive Plan – and anchored in measurable performance – offers Washington County its best opportunity to accelerate growth and build a stronger future. n nWashington County is moving into a new era. These changes are overdue, necessary, and aimed squarely at improving the economic future of everyone who lives and works here. n nDave Ball is former chairman of the Washington County Republican Party.