Business nonprofits: helping small businesses in New Orleans survive Katrina.

Lacho, Kenneth J. ; Bradley, Don B., III ; Cusack, Michael 等

ABSTRACT

The research gathered for this paper examined how business nonprofits helped small businesses in New Orleans, Louisiana survive the aftermath of Hurricane Katrina. The research chronicles the various aspects of the help provided by business nonprofits and associations to not only its members but to the community at large. The importance of networking and the use of the Internet became vital to the success of these organizations in trying to help the small business community.

These organizations help small businesses find contractors, health permits to reopen their business, small business loan information, as well as trying to help businesses find places for their workers to live or stay.

The largest obstacles for small businesses were lack of employees, insurance and proof of loss. Many of the individuals who needed help could not prove credit worthy for SBA loans. Or, because of lack of proof of loss, were unable to receive insurance settlements if they had any insurance at all. These organizations not only had to provide opportunities for creative financing, but psychological help for the individual small businesses affected. In many cases it was showing that someone cared and was trying to help that made the situation bearable in an almost unbearable situation.

Another problem that the nonprofits and associations had to face was the price for nearly everything skyrocketed and there were few signs that things were about to get better. This created a need to reassure the small businesses owners that everything would be all right.

In times of crisis, this research chronicles the need for small businesses to help each other in a common cause of bringing the community back to economic health.

INTRODUCTION

This paper investigates the role of business nonprofit organizations in helping with the survival and recovery of small businesses in the New Orleans Metropolitan Statistical Area (MSA) from hurricane Katrina.

On August 29, 2005, the most destructive hurricane (Katrina) in the history of the United States hit the City of New Orleans, surrounding parishes and the Mississippi Gulf Coast. Starting as a small easterly wave off the coast of West Africa it developed during late August, the peak of hurricane season. The disturbance became a tropical depression on August 23 and then Tropical Storm Katrina. On August 25, Katrina became a hurricane, passed over South Florida and headed northwest into the Gulf of Mexico. Katrina quickly mushroomed into a Category 4 hurricane. On Sunday August 28 it reached Category 5, packing winds up to 175 mph.

Within 72 hours Katrina had become a monster storm capable of mass destruction as it headed for the Mississippi Coast and New Orleans, a city below sea level. The Big Easy's aging levee system and the loss of protective wetlands made it extremely vulnerable. When Katrina landed just east of New Orleans it was a Category 4 hurricane with winds of 140 mph (CNN Reports, 2005).

Katrina claimed over 1,300 victims. The official cost of damage to the entire Gulf Coast region is estimated to be over $200 billion. Over a million people evacuated inland (CNN Reports, 2005).

The impact was great on the City of New Orleans and the nearby parishes of St. Bernard, Plaquemines and East St. Tammany, all in the New Orleans MSA. Damage from wind and flood waters impacted 434,216 homes; 207,000 so badly they were uninhabitable (Scott & Richardson, 2005; Scott, 2006). Nearby St. Bernard parish sustained a loss of 23,000 homes and 4,000 businesses (Brown, 2005).

Employment remains 32 percent (198,100 jobs) below the pre-Katrina peak. Many schools (especially public schools in Orleans parish) and hospitals remain closed (Scott, 2006). In New Orleans, the small business community was devastated. Some 20,500 small businesses were destroyed, 18,752 of those suffering catastrophic damage (Joyner, et. al., 2006). Employment in the New Orleans MSA is forecasted to be 336,700 jobs in 2006, a decline of 304,290 jobs (Scott & Richardson, 2005).

The impact of Katrina and the subsequent flooding and wind damage was felt in many ways. Entire flooded neighborhoods have been depopulated resulting in a reduced customer base and lost markets. Small businesses related to the tourist trade have faced a decline in tourists. In addition, suppliers to key industries have lost markets (Economic subcommittee, 2006).

At this time no one knows how many businesses will open and how soon. Many businesses cannot open or have to limit their hours of operation due to the shortage of workers. Cash flow drain and the inability to get loans is a problem for many small businesses (Joyner, et.al. 2006).

Restaurants have been hard hit as well. Only 21 percent of all restaurants in the City of New Orleans were open in December, 2005 (McNulty, 2005). The Louisiana Restaurant Association reports that in February, 2006, 56 percent of Jefferson parish retail food establishments, 27 percent for Orleans parish (City of New Orleans) and 37 percent total MSA restaurants have been recertified to open (Hurricane Katrina/Rita News, 2006). Restaurant employment was 55,400 pre-Katrina. December, 2005 employment was 33,200, but employment on the whole remains 40 percent below the August peak.

The problem is that the greater part of the restaurant industry lies in the "bowl," the four parishes inside the levee systems. They experienced devastation due to flooding and wind. Many restaurants either had inadequate or no insurance. The second is the lack of staff due to no places for employees live. Restaurants are limited in the number of days and hours they can be open and in their menu offerings. The third problem is the lack of customers due to depopulation and a decline in tourism (Scott, 2006).

Preliminary findings of a survey of 937 small business located in a 16 mile triangle (including three major business streets in New Orleans) found that: (1) local businesses are coming back and in greater numbers than national chains, and (2) primary goods and service outlets are not necessarily opening before stores that sell luxury items. Levee protection was ranked as the number one problem, followed by lack of customer base, lack of employees and communications (Calder, 2006). The lack of housing contributes to the shortage of workers. Some employees (and business owners) commute 70 miles one way to work from Baton Rouge or communities north of Lake Ponchartrain. A free bus service is available from Baton Rouge to New Orleans and back. The FEMA trailer program has been less than successful. In fact, one small business owner had a FEMA trailer stolen from the lot next to his business.

PURPOSE

The foregoing description of the devastation of the New Orleans MSA reflects the need to help the population and the business community recover. Assistance has come from all levels of government, private organizations and churches. This paper examines the efforts of nonprofit business organizations in the New Orleans MSA to assist in the survival and recovery of its members, primarily small business.

RESEARCH METHODOLOGY

Presidents, managers, and directors of eight nonprofit business organizations and two economic development agencies were interviewed in person or by telephone. Secondary sources such as e-mail messages, fliers, newsletters and brochures of these organizations were examined.

FINDINGS

Jefferson Parish Chamber of Commerce

The Jefferson Parish Chamber of Commerce (1,000 plus members) partnered with the Jefferson Parish Economic Development Commission (JEDCO) and the Jefferson Business Council on a number of activities. During September and October, 2005 funding was provided for four public forums for business disaster victims. Topics covered were insurance (put on with the State Insurance Commission), labor issues (with the Louisiana Department of Labor), the New Orleans Airport, and finances with the U.S. Small Business Administration and bankers.

During November and December four job fairs matching job openings and prospective employees were held in cooperation with the Jefferson Parish Workforce Connection Business Center. Also in November, 2005, the Chamber sponsored free one-on-one small business consultations for small business owners with International Profit Associates Consultants, the largest privately-held business development company for small and medium sized business in North America. In March, 2006, the Chamber presented a workshop with the Workforce Connection Business Center on "Workforce Training."

The Chamber, in partnership with BellSouth and ATMOS Energy, is offering a Small Business Recovery Hotline open to any business in Jefferson parish. Hotline callers are referred to one of the Business Recovery Centers set up by the Chamber with JEDCO and the Jefferson Business Council. Centers are located on the West Bank and East Bank of the Mississippi River. The Center offers information and advice from the SBA, Loyola SBDC, JEDCO, Jefferson Parish Workforce Connections and the Louisiana Department of Labor (Chamber responded, 2005).

Notices about meetings of other organizations were posted on the website and sent to members via e-mail.

Turnaround Management Association (TMA) New Orleans Chapter

The New Orleans MSA faces a turnaround. So do many MSA small businesses. The TMA of New Orleans presented two one-day small business recovery workshops in December, 2005 one in Baton Rouge and one in Jefferson parish. The former was cosponsored with the LSU-SBDC, the latter with JEDCO. Papers and articles on disaster recovery were posted on the Internet for members and the public. Offers of TMA assistance were presented on the web (a blog). This has not been successful. On March 30, a workshop was conducted on troubled loan accounts.

New Orleans Metropolitan Convention & Visitors Bureau, Inc. (NOMCVB) There were a number of actions taken by the NOMCVB to assist its members. During the early months of recovery, several meetings were held to update members on the status of the industry, conventions, and tourism. The lack of meeting space for large groups made this a difficult task. Dues were reduced by 50 percent. Days after the storm, sales representatives were out across the U.S. visiting with clients about upcoming conventions. The president, Mr. Steve Perry, was active in commissions formed to help the city recover. NOMCVB worked with the French Quarter Merchants Association to clean up the French Quarter, essentially a trash and litter abatement program.

During March, 2006 focus group meetings were held by industry segment. The question was how can the NOMCVB help businesses in these segments? The segments included were the French Quarter, restaurants, transportation companies, and destination companies.

Small group breakfast/coffee meetings will be held on a quarterly basis. Members in attendance will have the opportunity to interact with NOMCVB division heads, e.g., convention sales.

Greater New Orleans Hotel & Lodging Association (GNOHLA)

The GNOHLA has 220 members, 102 hotels and 118 allied firms. Ninety percent are small businesses by SBA standards.

The organization took several actions in the post-Katrina era. Almost daily, e-mail alerts were sent out on updates received from disaster relief agencies, and federal, state, and local government agencies regarding issues that directly affected the industry. In a similar way, the GNOHLA served as one of several clearing houses for media, business, governmental, and individual letters/e-mails/faxes about what was going on in post-Katrina. A FREE Hospitality Employment web site was created that was available to any employers in the region to post their job openings so any potential employee could view them.

A cooperative effort was carried out with the State Office of Tourism to secure and publicize the availability of a ship that was docked at the port of New Orleans for users as temporary housing for hospitality industry employees who had nowhere to stay but were available to work.

Assistance was provided to the U.S. Small Business Administration in coordinating several SBA Disaster and "Go" Loan Processing sessions and seminars.

Last, the GNOHLA partnered with several agencies during the initial recovery periods to present seminars on procuring housing for employees. These were the SBA, City of New Orleans, New Orleans Metropolitan Convention & Visitors Bureau, the Louisiana Restaurant Association, and the New Orleans Tourism Marketing Corporation.

Louisiana Restaurant Association LRA

The restaurant industry in Louisiana is the state's largest private employer. Restaurants generate $4.8 billion in annual sales. The LRA has 7,000 members; its actions in the post-Katrina era are considered below.

The LRA communicated (e-mail) with members to advise them about suppliers of food, services (e.g., laundry) and insurance issues. For example, in October, 2005 a free seminar was conducted by consultants and attorneys to help businesses document and quantify losses related to business interruption claims. The LRA was a key link with members on insurance matters.

A restaurant employee's relief fund was established to help pay the expenses of those returning to the area. Fund raising events were held to raise money.

The LRA internally funds its own employee workman's compensation program. This self-insured fund is worth $760 million statewide. The association was able to keep workman's compensation checks coming to employees drawing such benefits.

Efforts were made in getting housing for employees by working with the Louisiana Department of Economic Development and FEMA. The LRA worked with the Housing Taskforce of the New Orleans Chamber of Commerce and GNO, Inc. (an economic development agency) on this matter as well.

Two job fairs were held for members in cooperation with the Louisiana Department of Labor. Also, on the labor front, the National Restaurant Association established a jobs board. This is a resource for restaurants to use when they start rebuilding.

A list of suppliers who were able to supply food to area restaurants was provided to members. Food supply, however, is not an issue; getting employees housing is, however.

Last, the LRA worked with the state health department inspectors to develop procedures to help restaurants upon reopening.

Louisiana Department of Economic Development (LED)

Although not a nonprofit business association, the LED needs to be noted because of its collaboration with the nonprofits. The state Department of Economic Development has established a program which provides free counseling services to small businesses located in areas hard hit by hurricanes Katrina and Rita (Southwest Louisiana). The services are provided at eight centers located in Baton Rouge, Houma, Lake Charles, and the New Orleans MSA. Funding is provided by the Economic Development Agency of the U.S. Commerce Department. The centers are staffed by private volunteer consultants, economic development professionals, federal and state representatives, and local economic developers. Web sites and telephone numbers for interested parties are provided. Collaboration is with chambers in West St. Tammany, Jefferson, and the Lake Charles/Southwest Region (Agency to offer, 2006). In addition, the department has partnered with the Louisiana Technology Council to develop a business recovery and office incubator center in the New Orleans MSA.

The LED also sponsored a contracting matchmaker workshop in February, 2006 in Mandeville, La., on the Northshore. A cosponsoring agency was the Southwestern Louisiana University SBDC. Other area organizations cosponsoring the event were the West St. Tammany Chamber of Commerce and government agencies such as the SBA (Contracting Workshop, 2006).

St. Tammany West Chamber of Commerce, Covington, La.

The St. Tammany West Chamber of Commerce (STWC) is located in Covington, La., north of Lake Ponchartrain. It has some 1,060 members. The area sustained some flooding along the lake and wind damage.

The Chamber created an on-line resource center as soon as power was restored in mid September, 2005. Hard copies of all recovery information and forms on the website were available at Chamber offices for those without internet access. The site contained information on available grants, loans, and services. Lists of available commercial properties were uploaded regularly. Links to job listing sites, member realtors and social services providers were added.

Free workshops were held daily during October, 2005 on SBA loan applications. Coordination was with the Southeastern Louisiana University SBDC. The St. Tammany West Chamber of Commerce is a participant in the LED network of business counseling centers. Free counseling sessions are held Wednesdays and Fridays at the Chamber office. The sessions are designed to provide an in-depth review of a firm's business plan and provide advice on financial, insurance and tax issues.

The Chamber has received 994 walk-in visitors during the post-Katrina period. Some 596 recovery-related phone calls were received. There were 315 online inquiries and 960,391 post-Katrina websites hits (West St. Tammany Chamber Annual Report, 2005).

Hispanic Chamber of Commerce (HCCL)

The HCCL conducted three free workshops during October 2005. While there are many helpful programs available to small businesses, the missing component for Hispanic businesses is usually the language. Consequently, the above noted workshops were bilingual. Topics included disaster relief in general (e.g., permits, legalities). Presentations were made by FEMA, the SBA, JEDCO, Southeastern Louisiana University SBDC and the American Red Cross.

The HCCL provides one-on-one business counseling sessions in Spanish by experienced business counselors. Sessions are 30-45 minutes on Fridays. The UNO SBCD is a cooperating agency on this service.

The Hispanic Business Resources Technology Center (also known as the Hispanic Business Center) is being created to address the post-Katrina crisis situation in the New Orleans MSA affecting the Hispanic Community. The HCCL and the Southeastern Louisiana University (SLU) College of Business through its Latin Business & Development Initiative have dedicated staff and resources to develop programs to help Hispanics recover and rebuild their lives. The Catholic Charities Archdiocese of New Orleans handles the social needs of Hispanic families.

Services provided by the Hispanic Business Center include business startup and expansion courses and counseling, tax assistance, workforce development, English as a second language, computer technology, and help in assessing and processing disaster relief forms. Programs and workshops will be presented in areas outside the center itself which is located at a site in suburban Kenner, La. The U.S. Hispanic Chamber of Commerce provided seed money to develop the Center.

Better Business Bureau of New Orleans (BBB)

The Better Business Bureau of New Orleans had 4,000 members prior to Katrina. Membership post-Katrina is estimated to be about one-half that number. Some 90 percent of the members are in small business according to the SBA definition of a small business. One of the staff members had evacuated to Arkansas, but during the first two weeks after the storm produced television and radio announcements warning consumers and commercial businesses about contractor and other scams. These were run on New Orleans MSA electronic media.

BBB members were advised to check out contractors. The intent was to push users from bad contractors to good (honest) ones, those who had proper insurance and licenses.

A cooperative effort was carried out with the Slidell Chamber of Commerce and police department to distribute materials related to how to select a contractor. Cooperative advertising was carried out with WWL-TV in New Orleans. BBB members sponsored a TV spot and as a result, got exposure. Members of the BBB were offered the opportunity to use the BBB Torch logo on letterheads and business cards. Essentially, the BBB and its website served as an information bureau for consumers and small businesses, members and nonmembers alike.

The Louisiana Technology Council (LTC)

The LTC's mission is to help with the technological development of individuals and member organizations, to provide events, programs, and organization support that contribute to the competitiveness and growth of the area. Prior to Katrina the LTC had 430 members; after Katrina, 330 members, 98 percent being small business. Prior to Katrina the LTC had a president and two staff members. After Katrina, both staff members left.

During September and October, 2005 the LTC provided information (via a website) to its members on employees, housing, money, and working with the SBA. During November a recovery plan for the LTC was developed.

Funding was considered to be of great importance. Membership dues and special events provided revenues pre-Katrina. Starting in November other revenue generating opportunities were sought out. In addition to donations, LTC created a Web Fund Raising site to allow people or organizations to contribute funds to the LTC.

The LTC president made various fund raising presentations to various technology councils across the U.S. Special presentations were made in Denver, Pittsburg and Portland, Maine to raise funds. Several technology councils in the U.S. have held fund raising events for the LTC. A new schedule of events was developed, a major one being on Homeland Security which was held in January, 2006. Grants and other appropriations have been researched.

A Technology Business Recovery/Incubator Center has been recently established. The purpose of the Center is to help displaced Louisiana companies recover from Katrina by providing them with office space and technology service and support at little cost. Firms on an interim basis will use the center until they can reestablish their business operations. Over time, the LTC will transform this center to an incubator location to allow entrepreneurs to develop their ideas into commercialized products.

The LTC has recently received a donation from the Pittsburg Technology Council of twenty IBM Think Pad laptop computers for the Center. Microsoft has committed to donate all of the licensed software required to operate each laptop computer and Cox Business Services has agreed to donate internet and phone service to the facility at no cost. Waldemar S. Nelson Co. provides office furnishings.

The center can accommodate up to 13 companies in its 1,500-square-foot space located next to the LTC at 1215 Prytania Street, Suite 329, in New Orleans and is available now. Each company located at the center will pay a small fee for the space and services provided. The LTC also expects to provide tech support and business-growth services to participants.

As part of the recovery process, the LTC is establishing a Business Mentorship Program which will be first piloted with the Colorado Software and Internet Association. A survey will be created where Louisiana displaced businesses can fill out their needs and then firms across the country will be able to adopt them to help with these needs, which can include software, hardware, loaned executives, money, business recovery planning and business-to-business workflow.

LTC is seeking five (5) companies for its monthly (March) Tech Tuesday meeting. Each company chosen is expected to present to LTC members and address the following areas: based on your business planning and recovery pre-Katrina, how has your company grown? What do you attribute your success to? What challenges did you have to overcome? What kind of attitude did you take? How did your thinking process change and why? What resources did you use to help move your company forward? How did government help, if at all? What specific help did you get from other organizations? Also, each company chosen will be a sponsor for Tech Tuesday for $750.00. This event provides exposure for presenters and serves as a fund raiser.

In summary, the LTC approach is to further economic development in the area using technology and to be very proactive in its strategy.

Jefferson Parish Economic Development Commission (JEDCO)

JEDCO is an independent, yet complementary arm of Jefferson parish government. Its main objective is to attract, grow and create new businesses in Jefferson Parish. Areas of service include business financing, an incubator program, business outreach (job retention and expansion, business attraction, and tax incentive programs), and economic development services.

JEDCO has been involved in a number of initiatives to assist small businesses recover from Hurricane Katrina. Since September, 2005 JEDCO has assisted over 1,600 businesses providing support and business counseling. Additionally, JEDCO has hosted several "Back to Business" forums, workshops and seminars during the months right after the storm. JEDCO worked with the New Orleans Turnaround Management Association (described above) in presenting a one-day workshop in December, 2005 on disaster recovery. Post-Katrina action workshops and seminars were conducted during March, 2005 in cooperation with the Loyola University SBDC.

Business Recovery Centers have been established on the East and West banks of Jefferson Parish. These are cosponsored with the Louisiana Department of Economic Development (See above). Free counseling is provided in these centers to Jefferson Parish companies that need post-Katrina help. Small business owners meet one-on-one for one hour with consultants.

JEDCO's web page is the site of many announcements related to post-Katrina help and assistance with professional business counselors.

DISCUSSION

Prior to Katrina, nonprofits served a valuable service to their members and the community, be they in the arts, faith-based or business. Business nonprofits (trade associations) provided educational and networking opportunities. According to a study of the Louisiana Association of Nonprofit Organizations, 70 percent of nonprofits in Louisiana were in the affected parishes. In 2004, there were 2,324 nonprofits in the New Orleans MSA; only 912 had an annual budget of $25,000 or higher (Strachan, 2006). Some 9.7 percent of employed persons in New Orleans worked for nonprofits.

The findings show that the business nonprofits in this study made extensive use of e-mail in communicating with their members, as well as holding workshops, etc. on disaster relief topics such as insurance, SBA loan programs, and other options to get help. The website served as a community newspaper alerting the members to news of interest to them. Employee matters were of importance, especially hiring and finding housing for them.

Cooperation or partnering on events among the nonprofits was used. In addition, we see nonprofits working with government economic development agencies such as the SBA, JEDCO, the LED, Southeastern Louisiana University and area SBDCs.

Four of the nonprofit organizations were really strapped for funds. These were the HCCL, Jefferson Chamber of Commerce, the BBB and the LTC. Personnel were laid off and volunteer help sought out. Some directors took no pay or a cut in pay. The LTC took a very proactive additional approach, aggressively seeking out funding from national sources and grants. All fund raising events were cancelled for the fall of 2005. The director toured technology councils in the U.S. seeking assistance as well as getting equipment and service help from technology companies.

Some nonprofits in New Orleans have also gone national in seeking out funding. The Preservation Resource Center and the Contemporary Arts Center held events in New York City. Idea Village, a local organization which assists businesses to grow, is planning fund-raising road shows to interest a national network of expatriates who want to get involved and support the rebuilding of New Orleans. The group is targeting Atlanta, Dallas, Boston, Houston and San Franciso (Strachan, 2006). Ironically, the economic hardship brought on by the hurricane now allows many groups to apply for national grants that were not available to them before.

As the information was gathered for this research, it became very evident that networking within nonprofits, associations, local government agencies, neighborhood communities, and family were more important in starting the recovery process than the programs from many state and federal government agencies. It also became evident that the Internet as a tool of communications was the most important element to get the word out to the business community. One of the biggest challenges small businesses faced was that in the early months after Katrina the mail service, telephone service and even cell phone service was either non-existent or unreliable.

Some demographic problems that businesses faced were that two-thirds of the residents of New Orleans proper were gone, a quarter of the metro area's businesses today remain shattered, and nearly one of every five persons eligible to work is unemployed.

CONCLUSION

The rebuilding of New Orleans will be done by the local people themselves through non-profit organizations and associations. Most of this work will be done by volunteers who have a passion not only for the type of business or community area they represent, but a passion to make New Orleans live again. It is truly amazing how businesses have helped businesses and neighbors have helped neighbors in this time of need. The importance of networking is a key thread to the success of the rebuilding of New Orleans. From a technology point of view, the Internet became the most valuable tool that these entities had to work with, because the mail and telephones were sporadic or non-existent. Another important element was how the various groups pulled together to help the small businesses in need. Unfortunately, some of these entities have not worked that closely together in the pre-Katrina era; however, it is hoped that these organizations can build on their current cooperation and sharing.

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Agencies that offer free counseling for businesses in storm stricken areas (2006, February 14). The Advocate, D 1.2.

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Strachan, S. L. (2006, February). The state of fund-raising. St. Charles Avenue, pp. 24-26.

Kenneth J. Lacho, University of New Orleans

Don B. Bradley III, University of Central Arkansas

Michael Cusack, University of New Orleans