Back in February, I published an EDO Tariff Tactical Toolkit to help economic developers guide their communities through the tariffs and trade disruptions of this new economic era. So much has happened in the weeks since the U.S. administration launched this trade war, so I’ve further revised and developed these strategies. In the list below, you’ll find more proactive and longer-term elements to prepare for a trading landscape marked by uncertainty.

Communication & PR

· Communicate leadership – Your stakeholders want to know that you understand this new context and the potential challenges (or opportunities) it creates. Acknowledge the continuously evolving situation on trade and make it clear that your organization is working to mitigate the impacts and support businesses in your region.

· Consider your choice of words and tone – As a leader, you don’t want to inflame contentious situations or cause panic. Partisanship can divide and alienate stakeholders, so it’s best to maintain focus on your businessed and workers. You may feel strongly about the crisis before you, and while it’s often appropriate to connect emotionally with people in difficult times, consider that some words, phrases, and terms can make things worse instead of better.

· Ensure your organization’s team members are properly informed – This can be difficult in emergent and challenging conditions. Bear in mind that not everyone reads the news – and you cannot assume those that do consult the same news sources. Still, your stakeholders will rely on your team to have up-to-date information to guide any decision-making. This communication can happen in regular emails, social media posts, media statements, or in-person meetings (often in combination). Keep them apprised of changes in policy, meetings, actions, new partnerships or initiatives as the situation unfolds. Please reach out to me if you’d like help with the wording, content, and formats of this kind of communication.

· Convene your stakeholders. They have expertise in their areas of focus and can help you provide the most effective forms of support. Consider gathering them together for a meeting – online or in person. Regularly consult with them as situations evolve and consider how they ask to be helped. Listening and validating (which isn’t necessarily the same as agreeing) can go a long way toward helping stakeholders feel heard and consulted.

Data

· Tariff impact assessments – Provide your area businesses with data and tools to analyze how tariffs may affect their costs, supply chains, and pricing strategies.  Uncertainty during pauses and trial balloon statements from the U.S. administration make it difficult for businesses to plan their next moves effectively. Making high-quality data available would be particularly useful for small and medium-sized businesses that may not otherwise have access to this information.

· Procurement from domestic businesses – One of the easiest ways to stimulate increased interprovincial and domestic trade is to focus on procurement. Many governments already have or are shifting to Canadian procurement policies in place for themselves, which is helpful.

· Facilitate move to domestic supply/ market for Canadian businesses – New attention is needed to highlight options for domestic supply and markets for all Canadian businesses and organizations. While there has been a significant surge in consumer sentiment to buy Canadian and support local businesses since the beginning of this trade war, this can be challenging for small- and medium-sized businesses that want to shift to Canadian companies to supply their parts, consulting, or services. There is a pressing need to develop a national database of Canadian companies and products.

· Compile and share resources – Develop and share a dynamic list of organizations, associations, initiatives, and resources that may be able to provide specific and more specialized assistance, whether in the form of business loans, government programs, targeted wage subsidies, or other actions.

Facilitate connections

· Explore diversification to new foreign markets – Help local businesses explore new international markets (e.g., EU, Asia, Latin America) through trade missions, market research, and government export programs.

· Work to reduce interprovincial trade barriers – The fastest and most obvious way to support Canadian businesses is to help them do business with each other. Economic developers can do this by working to reduce any barriers to trade across the country, helping companies to find each other quickly and easily, reducing transport and logistical costs and obstacles. It’s estimated this could lower prices by up to 15% and add up to $200 billion to the domestic economy.

· Be the matchmaker – Connecting different businesses and organizations to solve new and unforeseen problems can be enormously helpful during crises and emergencies. For example, the pandemic revealed that there are often surprisingly creative solutions to supply chain issues and product shortages when you use your experience and knowledge of businesses in your region. Economic development organizations can also be instrumental in seeking new business connections in other countries with trade missions.

· Seek out partnerships – Other business, workforce, and community organizations can work with you, and it’s always reassuring to members to see this kind of collaboration. Different levels of government may also have resources and initiatives developed to complement your work.

· Develop an action team focused on your community – Coordinate a response team with leaders from business and labour to advise on strategies to protect the most at-risk sectors. For example, a town impacted because their manufacturing businesses are imperilled will likely see knock-on effects at local restaurants and stores as people decrease spending. Communicate progress to your stakeholders.

· Prepare a workforce response – Tariffs may disproportionately impact certain businesses or an entire sector in your region. If workers find themselves out of jobs, develop reskilling and workforce development initiatives. Thousands of workers in the automotive, steel and aluminum sectors have already seen layoffs.

· Promote your region to U.S. STEM talent in crisis – American physicians, medical researchers, engineers, and other scientific talent are reeling from billions of dollars in cuts for STEM and medical research and restrictions on academic integrity. Canadian universities, hospitals, institutions and companies are in a prime position to offer them a safe haven landing, with funding to drive economic innovation. In this white paper, I outline a variety of policy positions at the federal, provincial and institutional levels to make this happen.

· Coordinate or strengthen your shop local campaign – Bring your community together with efforts to encourage a local focus for consumer and business purchases. Check out these examples: Toronto’s Love Local campaign, British Columbia’s BuyLocal program, Trent Hills (ON) Buy Local campaigns, or the Yukon Agriculture Association’s Buy Local initiative.

· Advocacy – Your EDO may be a strong voice to advocate for your community’s industries, businesses, and workers. Based on what you have learned from meeting and listening to them, partnering with related organizations, and researching resources, put your official voice to work, lobbying for the changes and help they need.