Appendix C19: Small Business Development Center (SBDC) Risk Analysis Profile

The Small Business Development Center (SBDC) is located on campus at 3402 N. Ben Wilson, Victoria, Texas. The SBDC reports to the UHV School of Business Administration (SoBA) Dean. The SBDC’s mission is to provide business management consulting service and training to the small business sector within an eleven county area, including Aransas, Bee, Calhoun, DeWitt, Goliad, Gonzales, Jackson, Karnes, Lavaca, Refugio, and Victoria.

  1. During, or immediately before, an emergency interruption, as time and circumstance permits:
    1. All available SBDC staff will perform the following:
      1. Secure, unplug, and cover with plastic all computers, communication, and other electronic or electrical equipment. (All CPU’s at floor level to be placed on desktops. Color printer and server moved away from window location and covered.) Each counselor to take their laptop, cell phone, available portable printers, and palm pilot with them.
      2. Move all library material from bottom shelves to table tops, secure and cover with plastic.
      3. Find all client files in progress on desks and secure in a top file drawer.
      4. Move furniture away from windows.
      5. Move copier paper supplies from lower shelves to countertops and cover with plastic.
      6. Remove contents from bottom drawers of all file cabinets and secure in higher available drawers or desktops, if possible.
  2. Immediately after an emergency interruption.
    1. The Director, Associate Director and all available counselors will meet at the SBDC office (or alternate location if SBDC is inaccessible) to assess damage and formulate a recovery plan based on the immediate situation.
  3. Within three days immediately after an emergency interruption:
    1. Major services the SBDC should be able to provide business owners include:
      1. Assistance in preparing disaster or other related loan packages to obtain disaster relief;
      2. Specialized information on, or referral to, other available local, state, or federal resources, which might include providing workshops or informational seminars on topics directly related to the event, e.g., loan programs, etc.
      3. Assistance in evaluating their financial position resulting from the interruption.
    2. At a minimum, three professional staff should be available. This includes the Director and the Associate Director or Sr. personnel.
    3. Support staff is encouraged to be available to assist in recovery efforts if at all possible.
  4. At least three professional staff should be equipped to provide basic counseling/referral service as it relates to economic recovery of affected business.
    1. At least one working incoming phone line should be operational. Calls can be relayed/referred as appropriate to counselor cell phones. If this incoming line is unavailable due to circumstances beyond our control, the SBDC will provide an alternate cell number with the University switchboard and other pertinent entities.
      1. Equipment Required:
        1. Three computers and three printers
        2. Internet access
        3. One centrally located operational incoming phone line
        4. Copy machine
        5. Fax machine
        6. Paper and office supplies
        7. Access to client files and/or client handout files if at all possible
      2. Work Area:
        1. Central area for at least one person to answer incoming calls and refer clients to other working cell phone numbers.
        2. Counselors can work at:
          1. Any site with a desk or counter top
          2. At home with laptops
          3. Any client site if necessary and assuming the client site is readily accessible by car
    2. Support staff is encouraged to be available to assist in recovery efforts if at all possible.
  5. Within 10 days after an emergency interruption:

    The remaining counselors should be operational and should be equipped to provide basic counseling service. They will each need a computer and printer,

    1. Internet access and access to 4(a) i) Items 3-7 above.
    2. Support staff should be operational and equipped to provide support to basic counseling functions and resume the basic administrative functions, which include:
      1. Purchasing and accounting
      2. Contractual reporting as it relates to client hours and financials.
  6. Within 30 days after an emergency interruption:
    1. The SBDC could function as outlined in Items 4 and 5 above for an indefinite period of time. However, resuming normal operations at a central location would be most effective for clients and potential clients to know how and where to receive assistance.

Additional issues unique to the SBDC:

  1. It should be noted that most economic recovery loans are initiated with FEMA and then processed and funded through the SBA. Both agencies refer questions and request for personal assistance to the applicable local SBDC. Additionally, most area bankers refer all requests for SBA guaranteed lending to the SBDC for assistance and/or referral to FEMA/SBA. Therefore, it is paramount that the SBDC have at least one working phone number that is actively publicized and that lending institutions and clients know.