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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.
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ALTERNATIVES
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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
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Tim McFeeley, Executive Director
Jane Gruenebaum, Chief Operating Officer
Linda Tarr-Whelan, Board Chair
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STATE NETWORKS
Diallo Brooks, Southeast Director
Bettye Jo Pakulis, Northeast Director
Jesse Romero, Southwest Director
John Freeman, Midwest Consultant
Jewel James, State Networks Manager
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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
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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
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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
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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
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DEVELOPMENT
Chris Rutledge, Associate Director of Development
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