Christa Ouderkirk Franzi, CEcD presented this information to the EDCM in June 2020. What makes an economic development organization more or less effective in times of crisis?

1. Lessons from
Natural Disaster
Mitigation &
Management
 Preparedness facilitates
resiliency and recovery
 A networked approach is more
effective for resiliency and
recovery
 “The poor get screwed.”
- Burrell Montz, PhD

2. What’s being asked of the economic
development community in
response to COVID-19?
• Grants & Loans
• Tracking & Monitoring
• Economic Reopening & Recovery Plans
• Communicate. Connect. Collaborate.
• Facilitate Business Innovation
• And more…

3. Economic Development Organizations that are most
effective during crisis response and recovery have:
• Inclusive economic development and business ecosystem, built on trust
• Established communication channels to share and collect information and resources
• Business Retention and Expansion Program
• Thorough understanding of local economy and role in regional economy
• Economic development strategy
• Ability to make decisions and act

4. Networks are Critical
When disasters strike, economic developers are the first-line response for the
business community. A steady flow of information and resources is critical for
supporting emergency response and recovery.

5. Albany County, NY
• No County Economic Development Organization, in
the process of creating one
• New Strategic Plan for EconDev
• New Economic Development Director
• Strong personal connections to local executive
businesses
• Needed to build relationships with small business
community and economic development partners
Greene County, NY
• Established EDO
• Updated Economic Development Strategy,
75% Complete
• Seasonal Tourism Economy
• Strong relationships with small businesses
and entrepreneurs
• Needed to build stronger connections to
regional partners and large employers
Know the Strengths
& Weaknesses of the
Network

6. Elements of
a Crisis
Response &
Recovery
Plan
l Crisis management team roles and responsibilities
l List actions that have been, and will be taken
l Connect actions with strategic planning initiatives and EDA priorities
l Identify online hub for current information and updates
l Clear health and safety guidelines for reopening by sector
l Profile of pre-crisis economy to set baseline
l Metrics and Milestones
Start with a SWOT
or Issues &
Opportunities Analysis

7. Critical
Communication
Channels
• Online Hub for Information,
Resources and Updates
• Segmented Current Contact Lists
(CRM or Email Marketing, updated via BR&E)
• Businesses by size, sector, ownership,
location
• Partners by role and responsibility
• Diverse Social Media
• Relationships with Traditional Media
• Physical Signage
Establishing communication channels is
much easier pre-disaster, but CAN be
created during response and recovery.

8. Supporting a health and safety culture

9. Disruption =
Opportunities
to Help
Businesses
Innovate
Disruption in
Food Supply
Chains
Forcing
Innovation &
Creating New
Market
Opportunities

10. Takeaways
l Conduct a “Recovery SWOT”
l Pivot existing projects and initiatives to part
of the response and recovery
l Step-up BR&E

11. Christa O. Franzi, CEcD
Director of Marketing & Communications
Sr. Project Manager
Successful economic development
initiatives require an interdisciplinary
perspective...
Contact:
(518) 899-2608
christa@camoinassociates.com
“ “

12. • Founded in 1999 as a full-service
economic development consulting
firm
• Completed work in 40 states
• Employ 24 full-time staff
• Only firm in the country to offer
this wide spectrum of services
About
Camoin
Services & Expertise
 Industry & Workforce Analytics
 Real Estate Development Services
 Economic & Fiscal Impact
 Strategic Planning
 Lead Generation & Business Connections
 Organizational Planning