Economic Development Recovery and Resiliency Playbook - Flipbook - Page 79
Recovery Deep Dive: Engaging
Businesses Before, During,
and After Disruption
Ch.8
While an economic development strategy, planning, and outreach are the
foundations of economic resilience and recovery, the work of implementation
requires directly engaging with businesses. This chapter examines the
barriers, gaps, and opportunities related to supporting businesses through
the disaster incident cycle, provides examples to help illustrate best
practices and key lessons, and includes tools to help businesses become
more resilient. As the world continues to deal with the COVID-19 pandemic,
economic developers and local leaders have used this opportunity to work
with other groups and organizations to improve and innovate approaches
to small business assistance that help businesses move fluidly through an
economic disruption. Earlier in the Playbook, we explained that communities
can prepare for disasters and disruptions to better position themselves for
recovery as well. This chapter, however, is a deep dive into preparedness,
what to do when disaster strikes, and guidance for recovery in the context of
helping businesses.
Figure 8.1. Economic Development Recovery & Resiliency Cycle
The Economic Development
Recovery & Resiliency Cycle
PREPARE RESPOND RECOVER
Being prepared to respond to economic disruption,
planning for recovery, and fostering resiliency
creates a strong, sustainable local economy that
provides economic opportunity for all and improves
residents’ quality of life. A community may be in
multiple phases of the cycle simultaneously.
Preparedness: Challenges and Opportunities
Mid- to large-sized businesses typically have more resources and can pivot
faster and more easily when faced with an economic disruption; therefore,
economic developers and state and local governments focus on assisting the
more vulnerable small businesses. The size and diversity of California’s small
business base are impressive assets, particularly in the sector’s role as a major
employer in the state; however, the base’s complexity and scope pose unique
challenges when building competency and interest in disaster preparedness.
These challenges are magnified when you consider that the business
community is ofen regarded as a key driver for recovery, not necessarily
a sector to be protected during disaster. Business engagement capacity is
essential not only in assuming the role as a critical driver for recovery, but also
in preserving the business itself.
According to the U.S. Small Business Administration (SBA) 2021 Small Business
Profile of the nation’s states, California has the greatest number of small
71
