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Leland Speed, head of MDA, gives his thoughts on Delta issues
BY C. RICHARD COTTON
DBJ Contributing Writer
DBJ: The common perception is that
the Delta, in many ways, holds the state back economically.
What kind of priority will MDA give businesses in the Delta?
Every region of the state has a unique set of resources
along with special challenges and needs. MDA tries to pinpoint
those specific needs through our programs and services while
promoting the natural and human resources of a community.
We will do that in the Delta as with other regions. With
our full-time staff in our regional office in Greenwood,
we have professionals who live and work in the region and
understand the business community here.
DBJ: Tourism is an important industry in Mississippi;
however, the common image non-Mississippians have of the
state are visions of the Mississippi Delta - not the Coast,
Golden Triangle of Columbia, etc. What do you feel must
take place for the Delta to bring in more visitors?
Last year, Congress proclaimed 2003 as the “Year of
the Blues”. Because the Mississippi Delta is the birthplace
of the blues, we’ve benefited from increased awareness
of the region and the attractions here. But Mississippi
is more than catfish, blues and cotton. In addition to our
musical heritage and agricultural legacy, we must also promote
a quality of life that is attractive to visitors - short-term
and long-term. We know how great Mississippi is, but we
have to convey that to the rest of the world. With the work
of the Mississippi Main Street Association in cities like
Greenville, Cleveland and Tunica, our cityscapes and downtown
facades are becoming more attractive and user friendly.
The opening of the Alluvian in Greenwood and the presence
of Madidi’s in Clarksdale are also sending a signal
to business and leisure travelers that the Delta offers
upscale accommodations and dining.
DBJ: Workforce training is vital to the
Delta, yet training the workforce here is very challenging.
What does the Delta need to do differently in order to provide
a better workforce for our existing and new industries?
Today, the hottest jobs are in the computer/technology and
health care industries. Mississippi must embrace the ever-growing
service sector. That includes refocusing our vocational
and technical programs to accommodate the skills needed
in those industries. Not only must we provide the training
through our community colleges, four-year institutions and
other technical programs, we must transform the attitudes
of local officials and their constituents. Our citizens
have to understand where the jobs are, what skills they
need to land those jobs and where to obtain the training.
It’s about marketing the future and right now the
future is the service sector.
DBJ: How can MDA work with the Delta to attract new kinds
of businesses yet still enhance existing business sectors,
i.e. agriculture?
Mississippi has gained a lot of business momentum over the
last couple of years. One of our biggest success stories
is the Nissan plant. Most of us don’t realize just
how big this project really is. In only two short years,
Nissan has generated supplier locations in every region
of the state, including Greenville, and served as the anchor
to draw a new motorcycle manufacturing facility to the Delta
among other recent announcements. We’ve proven that
we can compete and win. If MDA continues to work with local
developers, business leaders and government officials behind
the scenes, we will keep that momentum going for years to
come.
DBJ: There are several government
agencies charged with improving conditions in the Delta,
i.e. DRA and others. How do you plan for MDA to work with
the various groups to maximize the efforts being made?
One of our primary objectives at MDA is creating partnerships
and building alliances at the local, state and federal levels.
We cannot do our jobs alone. Economic and community development
is a group process. Our staff through regularly scheduled
visits and our regional offices stay in close contact with
local developers and other government agencies. We will
continue to develop those relationships by sharing resources
and strategies to best meet the needs of the Delta.
DBJ: What kind of relationships have you established
with Delta business leaders? How have you gone about establishing
those relationships?
I’ve been a businessman for several decades now. During
that time, I’ve met a lot of people and made many
friends in the business community across the state. I intend
to strengthen those relationships and build new ones by
keeping communication lines open and offering MDA’s
resources to the people of the Delta. Good relationships
are about trust and that can only be achieved by talking
to people face-to-face and demonstrating integrity in both
your professional and private lives.
DBJ: The real estate business has been your career.
Do you see anything differently that the Delta could be
doing in the area of real estate? What are the development
possibilities here?
In a way, economic development is the same as real estate
development. It’s all about location, location, location.
But what makes a great location for business developers?
Quality of life, curb appeal, available infrastructure,
incentives and political climate are a few key factors.
If the Delta can enhance those areas, development possibilities
will continue to grow. Companies like Textron and Faurecia
are already seeing the promise of the Delta. DBJ: In regard
to the organizational chart of MDA, how is MDA run and organized
differently under your leadership than the previous administration’s
leadership? I have made a few organizational changes. MDA
now has three deputy directors that assist with the management
of day-to-day administrative duties. They include Gray Swoope,
Deputy Director and Chief Operations Officer, Bill Crawford,
Deputy Director for Community Assistance, and Terri Hudson,
Deputy Director and Chief Financial Officer. Each deputy
director oversees a key administrative area of the agency
and assists in the effective dissemination of information
and the efficient use of state resources.
DBJ: You have been executive director of MDA for
just 3 months. What do you feel have been the agency’s
accomplishments so far that you can attribute to the current
leadership?
I think MDA’s greatest accomplishment over the last
three months is maintaining and building alliances across
the state and, more importantly, across the nation. We’re
putting aside personal interests and getting to the business
of creating jobs and seizing opportunities for the betterment
of the entire state. We are also working to be better stewards
of the taxpayers’ money. These are lean times for
Mississippi and we feel a responsibility to be vigilant
in spending the state’s funds cautiously and efficiently.
DBJ: How would you characterize your leadership
style?
I believe that a good leader surrounds himself with people
of strong character, a solid work ethic and shared vision.
That is what I’ve tried to do at MDA.
DBJ: What do you hope to achieve in the Delta during
the next 12 to 16 months?
Mississippi is poised to take on the world. But to grow,
we’ve got to recognize that potential and grab existing
opportunities with both hands. Our leaders at both the state
and national level have a wealth of resources at their fingertips.
They can be our loudest champions and strongest allies in
the global business community. But we have to change our
attitudes about what we can do, getting rid of negative
perceptions and our inferiority complex. If I can instill
that message in the people of Mississippi, and the Delta
in particular, I will count that as a major achievement.
DBJ
