Now is the time: applying the lessons of a global pandemic and economic uncertainty to build more resilient long-term strategies.

If you’re a business or community leader, the COVID-19 global pandemic likely brought you face to face with complex challenges and difficult lessons.

Maybe the pandemic highlighted areas of acute need in your community or business not adequately addressed in your strategic plan. Your emergency response strategy may feel uncomfortably reliant on external aid such as government funding or traditional or alternative lending sources. You might see that a lack of diverse partners, projects and those funding sources leaves your economic development or growth strategy vulnerable.

You’re not alone. And under the weight of day-to-day uncertainty in economies locally and abroad, it can be easy to believe that your only option is to set long-term, large-scale problems aside, or turf any plans for growth altogether.

But that’s not the only path forward. Already, some leaders are modelling how to apply the most challenging lessons from the pandemic and struggling economy to create stronger, more resilient strategies. Their actions don’t just respond to today’s risks—they help mitigate tomorrow’s.

Now is the time to . . . emerge stronger than before.

In March 2021, the Tŝilhqot’in Nation and researchers from the University of British Columbia published Dada Nentsen Gha Yatastɨg: Tŝilhqot’in in the Time of COVID. The report outlines lessons from the pandemic that reflect dual themes: community-led success, and impediments to coordinated response caused by the “systemic and institutional constraints” of external government support.

Regarding community and economic development, for example, the temporary relief of Government of Canada small-business funding didn’t assuage the longer-term concerns of Tŝilhqot’in business and community leaders: how long will it take to recover from almost total economic shutdown? When will important development projects that rely on in-person gatherings be back on track?

This challenge reaffirmed the importance of building Nation-led sources of revenue and support. Tŝilhqot’in communities created plans to improve and expand essential services, clarify the role of an Emergency Operation Centre, identify goals, and review the performance of existing practices and protocols in the context of the pandemic. They also recommitted to developing a Tŝilhqot’in Economic Diversification Report, reflecting the vital importance of Nation-led economic projects and priorities.

Consequently, the report says, “the Nation is now in an even stronger position to address the next emergency situation.” By not delaying reflection and action, the Tŝilhqot’in Nation created informed, comprehensive plans that will benefit generations.

Now is the time to . . . confidently pursue innovation.

In September 2020, the Williams Lake First Nation (WLFN) finalized the first ever government-to-government agreement with the Province of British Columbia under section 119 of the BC Cannabis Control and Licensing Act. As a result, WLFN wholly owns Unity Cannabis, and is pursuing growth and partnership opportunities for the enterprise with other First Nations in British Columbia.

WLFN began negotiating the agreement before the legalization of cannabis in British Columbia. Seeing the agreement through despite the setbacks of COVID-19 resulted in a bar-setting addition to the Nation’s economic development strategy.

Unity Cannabis also enhanced the diversity of WLFN’s economic portfolio. It joins projects like Sugar Cane Development Corporation, Sugar Cane Petroleum Products, Borland Creek Logging, Coyote Rock Estates, and others.

WLFN’s achievement illustrates that the rewards of pursuing innovation and diversification can still be meaningful and available during challenging global circumstances.

Now is the time to . . . build strategic partnerships.

The Malahat Nation is currently pursuing two significant economic development projects, the scale of which is made possible by convening partnerships that leverage the resources of each collaborator to create long-term gain.

The first project is a large, $300-million film studio that includes an industrial park and training facilities. Proposed in partnership with Alpha Select Production Services, the project has attracted investors and proponents who believe it could contribute 1,500 jobs to the region. The Malahat Nation has completed an internal feasibility study and the region and stakeholders anxiously await indicators of next steps.

The second project, the Malahat Skywalk, is a tourism attraction in the form of an accessible treetop tower rising 250m above sea level. The project was undertaken by the Malahat Nation in partnership with Canadian investors of the Malahat Skywalk Corp.

In both projects, significant long-term revenue potential is coupled with training and job opportunities for members of the Malahat Nation. By sustaining focus on these priorities over the past few years, the projects have kept momentum, offering opportunities for steady growth in the years to come.

Now is the time to . . . secure funding.

Local, provincial and federal governments created numerous funding opportunities to help individuals and businesses during the COVID-19 pandemic, with more recent funding made available in the face of recovery, typically making appearances after budgets are tabled or pressure mounts to assist in other areas to assist in ways like reducing taxation (for example the recent federal budget capping the alcohol excise tax at 2.00% for the year). Small Business B.C. has a helpful directory of resources, offers regular webinars on a variety of topics, and identifies funding opportunities, including several noteworthy ones for Indigenous peoples, such as the (now closed for applications) Indigenous Community Business Fund, allocating $117 million to help “relieve financial pressure and allow [First Nation, Inuit and Métis community- or collectively-owned businesses and microbusinesses] to strengthen operations and support their viability during the pandemic, with the goal of positioning them for recovery”, the Push for Market-Readiness Program from Indigenous Tourism BC, designed to respond “directly to the demonstrated need of support to guide and prepare Indigenous tourism businesses and communities in British Columbia to reach a market-ready status and develop sustainable growth for economic success”, and the BC Indigenous Tourism Recovery Fund which provides up to $45,000 to “Market-Ready Indigenous tourism businesses in B.C. in response to the economic impacts of COVID-19”. Other funding opportunities exist, so do not feel like a lack of capital needs to hold you back. The Pacific Economic Development Canada (PacifiCan) and the Ministry of Jobs, Economic Development and Innovation partnerships assist in leveraging these resources for small to medium sized businesses as well as Indigenous governments/businesses.

Now is the time!

These examples illustrate ways that Indigenous Governments in particular have taken action, but the messages are relevant in many business, municipal, and not-for-profit or social purpose contexts. Despite present uncertainty and challenge, now is an excellent time to strategize, mitigate risk, consult with communities and business stakeholders, and apply what we’ve learned to create stronger, more resilient plans.