Jekyll Island Development - A Historic Perspective
Sunday, March 2nd, 2008By John Hunter, Director of the Jekyll Island Museum
The question of Jekyll Island and its future is not new to the General Assembly or the citizens of Georgia. From the day it was purchased from the Jekyll Island Club in 1947, it has been a source of controversy. This place of beauty and history draws people. It creates memories and “firsts” that last generations. It is a place that is and should always be enjoyed by all. In 1950, the State of Georgia realized that for Jekyll Island to reach its full potential as a resort destination, it should be broken free from the State Parks system and direct control by the General Assembly, and be charged with a new course. This course would be codified and legislated, and would be a unique new partnership between state government and the private sector. Pre-dating the current buzz word “public/private partnership” by almost 50 years, this experiment would create the Jekyll Island State Park Authority - a state agency given the tools of the private sector to create and operate business, attract private investment, and develop a resort that provided beach access to all. A Master Plan for developing the island was completed in 1951. Using a combination of legislative appropriations, revenue bonds, and private investment a modern resort destination was created that featured golf courses, motels, residential areas, and recreational amenities while providing for care of the island’s rich natural and historic resources. This was done with the goals of maintaining 65% of the island in its natural state, make it as affordable and available as possible to all, and with the business model and mandated goal of being self-sufficient.
The bulk of development on Jekyll was completed by 1974. By the late 1970s, Jekyll had begun to suffer during a period of national economic stagnation. Downturns in tourism and the economy challenged Jekyll’s ability to remain self sufficient. As facilities aged and tourism trends shifted, and little changed on the island, a cycle of boom and bust was fostered between 1979 - 2007. When changes were planned, many were met with resistance - the Sea World type attraction in 1974, a new marina with condos in the early 1980s, the Great Dunes golf course expansion in 1994; and some were embraced - the rehabilitation of the Jekyll Island Club in 1985, continued improvement in the Historic District, the creation of the Georgia Sea Turtle Center. All of these ideas were the result of trying to improve the economics of the island, knowing there are continued pressures on revenues when you are operating a resort designed and built in the 1950s but are tying to capture today’s travel markets and compete with other destinations. At all of these moments of debate, the general solution has been to fix what we have - to “update it” with fresh coat of paint, a new owner, or a renewed marketing push. At best, we would add a new attraction like Summer Waves and hope it would bring enough to the bottom line that we could improve another area. This “boom” of investment would go “bust” a few years later when people who returned to a “new” hotel found the same “old” hotel, and while they loved the island they would choose not to come back. That is not to say Jekyll Island does not have a loyal following, it does - for those who appreciate what it is and those who dream about what it could be. But many times that loyalty is based upon a visit long ago, or a memory created and shared and does not result in economic stability through frequent visitation or investment. Some of those loyalist stick it out because of that love, and keep their convention on the island for 40 years - until even they can’t justify the return to an island that just can’t meet their needs. The new visitors become harder to keep as well because while they are attracted to the island, their desire for modern accommodations and amenities drives them to other destinations. The end result of this cycle is long term stagnation. While revenues may grow, they can’t keep up with the aging facilities and their needs. You keep up to degree, but there is never enough funding for true investment that can make a lasting economic impact. Operationally, the island suffers because they get behind on technology, or new efficient methods, and business suffers because you can not compete.
So how is it solved? That is the $500 million dollar question. While money is not always the answer, in this case money is the question. Jekyll Island has a choice, create a new model for the island or continue on a well worn path. If you chose the new model who will fund it? In today’s world would the State of Georgia be able to invest $500 million in the long term sustainability of the Island? Where would the money come from? Cuts to education or transportation? A new tax from somewhere? The State of Georgia gave us that answer in 2007 - find the investment in the private sector. So today we move forward with revitalizing the island because it is what we must do. We must find new investment. We must compete. We must change. If we do not do these things, we will never see the what we all want for the Island - a thriving interactive historic district with well maintained buildings, picnic areas and public areas that are safe and free, be an eco-friendly sustainable destination, have the ability to add new amenities that meet the needs and interests of our visitors, or create educational programs and opportunities that highlight our nature and history. Worst of all, we might not be able to protect the island from future development when some decides that “enough is enough” with the question of Jekyll Island.
