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ALTERNATIVES
Newsletter of the Center for Policy Alternatives

 

 


Micro-Enterprise Support: An Upcoming Issue And Solution For States

As state governments wrestle with enacting welfare reform and the challenge of building stability in economically at-risk communities, micro-enterprise support is both a need and a solution.

Micro-enterprise development, considered to be the key to sustainable growth in emerging economies of the world, is also the foundation for building stability in economically at-risk communities here in the U.S. The tendency in economic development policy has been to focus on established business organizations rather than micro-business start-up. The average Community Development Block Grant loan is about $270,000. However, new job growth frequently occurs on a smaller scale, and involves home-grown firms.

Typically, small or start-up businesses need smaller loans than state governments or private banks are willing to provide. In the early 1990s, North Carolina led the way by allocating funds from its industrial recruitment budget to fund a community-based development strategy which includes a micro-enterprise loan fund. This initiative and others like it demonstrate how existing money can be re-channeled to create effective local opportunities and leverage private resources at a lower cost.

Steps Toward Micro-Enterprise Sufficiency At the State Level

CPA’s surveys of practitioners revealed policy steps that can create more effective micro-enterprise support:

  • Using intermediaries – particularly to access large federal programs administered at the state level, such as HUD Community Development Block Grant programs, initiatives at the Small Business Administration and U.S. Department of Labor and others – as conduits of public capital.
  • Leveraging private capital through reinvestment or risk management programs such as Economically Targeted Investment (ETI) programs or incentive banking programs.
  • Creating community capital networks – these provide valuable information on local market trends, access to block grants and private financing, and strategies for intermediaries.

By developing a solid policy foundation to support micro-enterprise and working with non-profits and private organizations, states can help create an environment conducive to the growth of small businesses.

  February 1997
  Vol. 5, No. 2
 
ALTERNATIVES

Alternatives is a publication of the Center for Policy Alternatives – a nonpartisan progressive public policy and leadership development center serving state legislators, state policy organizations, and state grassroots leaders. Alternatives is indexed in Urban Affairs Abstracts. ISSN #1070-3047

Tim McFeeley,
Executive Director
Jane Gruenebaum,
Chief Operating Officer
Linda Tarr-Whelan,
Board Chair

STATE NETWORKS
Diallo Brooks,
Southeast Director
Bettye Jo Pakulis,
Northeast Director
Jesse Romero,
Southwest Director
John Freeman,
Midwest Consultant
Jewel James,
State Networks Manager

POLICY/COMMUNICATIONS
Bernie Horn,
Senior Director, Policy & Communications
Kirsten Lindquist,
Assoc. Director, Policy
Liz Cattaneo,
Assoc. Dir., Communications
Star Wilbraham,
Communications Assistant
Rachel Balick,
Intern
PROGRAM INITIATIVES
Jen Ray,
Senior Director, Program Initiatives
Helen Gonzales,
Senior Manager, Work and Family Investment
John Wilcox,
Senior Manager, Technology Policy
Jennifer Woolley,
Senior Manager, Women and the Economy Program
Christine Broderick,
Intern, Women and the Economy
LEADERSHIP
Carolina Zumaran-Jones,
Director, Eleanor Roosevelt Global Leadership Institute & Flemming Fellows Leadership Institute
Maura Hutchens,
Manager, ERGLI & FFLI
Meredith Gurwith,
Intern, ERGLI
Rebecca Valerin,
Intern, FFLI
ADMINISTRATION/FINANCE
Maxine G. Somerville,
Senior Director of Administration and Human Resources
Tom Gilmer,
Chief Financial Officer
Chantel McCloud,
Manager, Payroll & A/P
John Wilcox,
General Counsel
Shawn Hayden,
Office Manager
DEVELOPMENT
Chris Rutledge,
Associate Director of Development

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