Perspectives on self-employment as a viable option for Vermont TANF recipients.

Microenterprise development (MED) in the United States is a holistic approach that embraces poverty alleviation, human development, and economic development strategies. This study gathered staff perspectives from welfare and MED agencies in Vermont on self-employment as an option for welfare recipients to meet their work requirements and move off of public assistance. Interviews were conducted with Vermont Reach-Up Financial Assistance district managers and coordinators of the Vermont Micro Business Development Program (MBDP).

Findings show that client characteristics influence self-employment viability, including strengths, barriers, length of time on Reach-Up, and location. District managers are supportive of self-employment for clients yet support can be inhibited by the need to get clients off of the welfare system as quickly as possible. MBDP staff noted receiving various levels of support for self-employment from Reach-Up staff, with support level and frequency of client referral related to interagency relationships established. District managers are possibly more supportive of self-employment than case managers. Vermont legislation is supportive of self-employment, however work phase time limits pose a barrier. In addition, the federal “work first” philosophy and use of federal minimum wage to determine benefit amount have negative impacts on self-employment. Suggestions for improving agency relationships, communication, and education, and recommendations to simplify and change legislation to further support self-employment are discussed.

Schmidt, M.C. , Jewiss, J, Koliba, C, and J. Kolodinsky. (2006). Perspectives on self-employment as a viable option for Vermont TANF recipients. Unpublished Master’s Thesis. University of Vermont.

The impact of microenterprise training on low-income clients.

This study examined the impact of microenterprise development (MED) programs on low-income individuals using a case study of 140 clients of the Vermont Micro Business Development Program who participated in a statewide telephone survey. The study also examined variables that are associated with change in client reliance on public assistance.

Outcomes achieved include: access to capital, positive attitude changes, business start up and growth, job creation, increased household income, decreased reliance on public assistance, and satisfaction with services. Significant relationships were found between certain client characteristics and outcomes and decreased reliance on public assistance.

Cranwell, M., J. Kolodinsky, and B. Whitney. (2006). The impact of microenterprise training on low-income clients. Journal of Extension, 44(2).

The LeadSafe Initiative: FY II

The LeadSafe Initiative, operated out of Central Vermont Community Action Agency, Inc. (CVCAC) in Barre, Vermont through the Micro Business Development Program (MBDP), provides self-employment strategies of micro-business development and expansion for income-qualified individuals with a focus on lead paint safety training and certification. In partnership with the Vermont Housing Conservation Board (VHCB) State Lead Abatement program, the LeadSafe Initiative provides a variety of lead paint safety training, from Essential Maintenance Practices to Lead Abatement Certification.

The initiative offers supplemental and industry specific training in the areas of cleaning, consulting/inspecting, deconstructing, and lead abatement contracting.

The project also offers core business and "soft skills" training, intensive case management, access to capital, linking clients with mentors, securing job contracts, and referring client to other community resources. The overall project goal of LeadSafe is to create 55 jobs for low-income people in Central Vermont, through self-employment, with an average wage of $12.50 in the first year of operation and access to quality health care and childcare.

For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

A model food entrepreneur assistance and education program: The Northeast Center for Food Entrepreneurship.

The Northeast Center for Food Entrepreneurship (NECFE) is a collaborative effort between Cornell University and the University of Vermont. NECFE uses a multi-institutional and regional collaboration approach, with specific expertise and necessary facilities and resources, to provide technical assistance and education for businesses in the food industry. The overall goals of NECFE are to support and sustain rural businesses and promote sustainable economic development of rural communities.

Through process evaluation techniques, the evaluators of NECFE identified 5 essential components of a model food entrepreneurship assistance and education center, based on NECFE’s experience: (1) multi-institutional and regional collaboration, (2) expertise, (3) facilities and resources, (4) services, and (5) evaluation of the center. These components build on each other and enable NECFE to provide clients with access to current food processing technology, technical information, and education that are directly applicable to a real business.

Through replication of this model, other organizations and academic institutions may establish a regional food entrepreneurship assistance and education center.

Cranwell, M., J. Kolodinsky, C. Donnelly, D.L. Downing, and O. Padilla Zakour. (2005). A model food entrepreneur assistance and education program: The Northeast Center for Food Entrepreneurship.. Journal of Food Science Education, 4(4): 56-65.

Evaluating a domestic violence task force: Methods to strengthen a community collaboration.

A domestic violence collaborative was surveyed to evaluate and make recommendations for strengthening membership, structure, and cohesiveness.

This article presents the evaluation methods, key findings, recommendations, and the outcome of their implementation. Areas identified for improvement include: membership diversification, membership-driven agenda, improved sub-committees, and increased community involvement through outreach. A revised meeting format, agenda setting strategy, sub-committee parameters, and the addition of quarterly meetings were recommended and implemented. This model received positive feedback as a method to strengthen collaboratives.

The case study demonstrates how evaluation research can be linked to practice to make real improvements to a community collaborative.

Cranwell, M., J. Kolodinsky, K. Anderson, and F. Schmidt. (2004). Evaluating a domestic violence task force: Methods to strengthen a community collaboration." Journal of Extension, 42(6).